TheBerkeleyMBA - Full-time MBA Program, Haas School of ...

TheBerkeleyMBA - Full-time MBA Program, Haas School of ...

University of California Berkeley

Haas School of Business


Full-time MBA Program 2002

Old Economy – New Economy

The One MBA for Both

The Haas School of Business at the


1 A Management Education for the New Economy

2 A Message from the Dean: Leading in the New Economy

5 Haas MBA Students: Experience, Leadership, Involvement,

Diversity, and Entrepreneurial Spirit

8 Haas and Technology: Managing Successfully

in the Era of E-Business

11 Haas Faculty: Explorers and Discoverers

In Search of New Knowledge

12 Haas: Where Entrepreneurship is a Team Sport

15 Haas MBA Curriculum: Putting It All Together

26 Global Management at Haas: The World Is the Classroom

29 The Haas Community: Active, Involved, Creative,

Friendly, and Always on the Move

33 After Haas: Opening Doors to Success in

New and Traditional Job Markets

36 The Haas Alumni Network: Building Lifelong Friendships

and Professional Connections

39 Admission and Application Guidelines

42 Costs and Financial Aid

43 Housing and Child Care

45 Faculty of the Haas School

48 Degree Requirements and MBA Courses

54 Traveling to the Bay Area

54 Haas School Advisory Board

55 Bay Area Map

56 Campus Map

The Berkeley MBA Program at the Haas School of Business

prepares outstanding men and women from around the world to master today’s

complex business environment and to take maximum advantage of the opportunities

it brings. It does so by offering an unsurpassed education in management fundamentals

and leadership skills, as well as in-depth exposure to the trends that are shaking

the foundations of business. Berkeley MBA students gain a unique blend of skills and

insights from all sectors of the economy – both old and new.

Three interdisciplinary themes – entrepreneurship; technology management; and

global business – are emphasized throughout the program. These themes are central

to managing successfully in the technologically-driven global economy.

The Berkeley MBA Program is shaped by its strong connections with business in nearby

Silicon Valley, the world capital of venture creation and technological innovation.

It leverages its San Francisco Bay Area location through a series of creative programs

that connect the business community to courses and extra-curricular activities.

University of California Berkeley

Old Economy. New Economy. The One MBA for Both.

Students are taught by distinguished faculty members who are recognized as leading

producers of new ideas for business. Haas School professors also have a long tradition

of working closely in their research and teaching with faculty colleagues from

throughout the University of California Berkeley, one of the world’s top universities.

MBA students have access to the tremendous scope and depth of knowledge produced

at Berkeley. Moreover, at the end of their studies, they earn a graduate degree

from a university whose name opens doors in every corner of the world.

The Haas School has a distinctive academic culture that stresses working cooperatively

in teams, developing entrepreneurial abilities, aggressively pursuing new ideas, and

making a difference in the world. As one of the smallest of the nation’s leading MBA

Programs, and one of the most selective, the school attracts achievement-oriented,

high-energy students who take an active approach to their own studies and extra-curricular

activities. The curriculum is simultaneously comprehensive and flexible – offering

students a high degree of freedom to customize their own learning experience to

prepare for a future career.

Finally, the Berkeley MBA opens doors to any career choice, whether it be working

for one of the world’s most selective, established firms, or launching a fast-growth

business of one’s own. And after leaving the program, graduates immediately become

lifetime members in one of best professional networks on the planet.


A Message from the Dean

The Haas School of Business at

the University of California

Berkeley is fundamentally about

extraordinary people. Throughout

its more than 100 years of history, the

school has continually attracted a special

kind of individual – highly capable and talented,

intelligent, innovative, entrepreneurial,

ambitious, committed.

Indeed, one of the school’s most distinctive

strengths is its tradition of inventiveness

and bold experimentation, which is

expressed in the legacy of talented students,

faculty, staff, and alumni who are

not afraid to challenge convention, and

who lead through action. The Haas community

is marked by a unique blend of

entrepreneurial drive and team spirit,

underpinned by serious scholarship, community-mindedness,

and a global outlook.

There is a willingness to get involved

intensely in all manner of activities, and to

make the world a better place. This is the

Haas/Berkeley spirit.

I invite you to join this exceptional, spirited

group of individuals. The Haas School is

in the forefront in preparing its graduates

to respond successfully to the new challenges

and opportunities of a business

world and a global economy undergoing


Dean Laura Tyson (top photo, left to right)

welcomed keynote speaker Michael K.

Powell, chairman of the Federal

Communications Commission, and UC

Berkeley College of Engineering Dean A.

Richard Newton at the second annual

New Economy Forum. Conceived by Dean

Tyson, this West Coast economic summit

brought together business, academic, and public policy

leaders to discuss business cycles in the new economy.

Walter Shorenstein (bottom photo, left to right) spoke with

George Soros, president of Soros Fund Management, and

Liz Robbins, founder of Liz Robbins Associates.

Leading in the 21st Century

major change. Through the path-breaking

research and teaching of its faculty, and the

activities of its students and alumni, Haas

plays an integral role in today’s evolving

business world.

The entrepreneurial, technological, and

global programs that help to make Haas

distinctive have been expanded under

my deanship. The outstanding, faculty,

students, and staff of the Haas School have

created a number of robust, innovative

activities, such as the school’s two internationally

prominent business plan competitions

and a series of special conferences.

Many of these activities have deep connections

to businesses in Silicon Valley.

While preparing students for an exciting

future, the Berkeley MBA Program also

gives them a superb choice of options. The

MBA curriculum offers core courses in traditional

fields like accounting, finance, and

marketing, and cutting-edge electives, such

as Internet Marketing Strategy and

International Finance. The Program also

features an array of special programs, such

as health care management, real estate,

and several joint degree programs. The

wide range and quality of academic offerings

through other departments on the

Berkeley campus give Haas students a

chance to customize their course selection

and to experience one of the world’s truly

great universities.

I have used my experience as an economist,

my links with leaders of business and

government around the globe, and my

interdisciplinary interests to shape business

education at Haas in ways that will resonate

with both students and corporate

recruiters. I have also made it a priority to

invest in student services, including substantial

enhancements to our Career

Center, which is one of the finest at any

business school.

It would be difficult to imagine a better

time to obtain an MBA education and no

better place to get one than at the Haas

School. The need for executive leadership

is greater than ever, and the Berkeley MBA

Program provides the skills and knowledge

to lead in a business environment undergoing

relentless, transforming change. I

encourage you to apply to our program.


Laura D’Andrea Tyson


Laura D’Andrea Tyson

BankAmerica Dean,

since July 1, 1998;

Class of 1939 Professor of

Economics and Business

Administration, since

January 1997.

At Berkeley since 1977.

Public Service:

National Economic Adviser

to the President and

Chairman, National

Economic Council,

Washington, DC, 1995-


Chairman, White House

Council of Economic

Advisers, Washington, DC,


Member, National Bipartisan

Commission on the Future

of Medicare, 1997-1999.


Who’s Bashing Whom?

Trade Conflict in High

Technology Industries.

Institute for International

Economics, 1992

Economic Viewpoint

Columnist, Business Week

Board Service (current):

Ameritech Corporation

Bay Area Council

Council of Foreign Relations

Eastman Kodak Company

Exodus Communications

Fox Entertainment Group

Human Genome Sciences

The Institute of International


Morgan Stanley, Dean

Witter, Discover & Co.

New America Foundation

SBC Communications



BA (summa cum laude),

economics, Smith College

Ph.D., economics,

Massachusetts Institute of



The team that organized the

2001 UC Berkeley Business

Plan Competition:

Marthe Souza, MBA 02

Previous degree:

BS, Civil Engineering, Univ. of


Previous job (prior to Haas):

Civil Engineer, IT Corporation

San Jose, CA

At Haas:

Co-chair, UC Berkeley Business

Plan Competition

High Tech Club

Ultimate Frisbee Club

Entrepreneurs Association

Marketing Club

Challenge for Charity

Summer Internship:

Associate, Bank of America


San Francisco, CA

Kumar Balakrishnan, MBA 02

Previous degree:

MS, Mechanical Engineering,

National Institute of


Previous job (prior to Haas):

Senior Product Manager,

Digimarc Corporation

Portland, OR

At Haas:

Vice President, South Asia Club

Panel Organizer, Leading Edge

Summer Internship:

Financial Analyst,

Hewlett Packard

Vancouver, WA

Ajay Sreekanth, MBA 01

Previous degree:

MS, Computer Science, Indian

Institute of Technology

Previous job (prior to Haas):

Co-founder, Asterix Technology

& Design, Inc.

Madras, India

At Haas:

Former co-chair, UC Berkeley

Business Plan Competition

Summer Internship:

Summer Associate, Sevin

Rosen Funds

Palo Alto, CA

Robin Jones-Mendoza, MBA 01

Previous degree:

BS, Biological Sciences,

Stanford University

Previous job (prior to Haas):

Manager, Strategic Business

Investments, Motorola, Inc.

Schaumberg, IL

At Haas:

Former co-chair, UC Berkeley

Business Plan Competition

Summer Internship:

Associate, Motorola Ventures

Palo Alto, CA


Haas is unique in encouraging its student body to create and carry out

all types of initiatives. My experiences with the UC Berkeley Business Plan

Competition have been invaluable and would not have been possible

without a faculty and administration that supports and puts trust in

the talent of the student population.”

Robin Jones Mendoza, MBA 2001, former co-chair of the UC Berkeley Business Plan Competition

Experience, Leadership, Involvement,

Diversity, and Entrepreneurial Spirit

Haas MBA Students

In only its third year of existence

– and in the midst of the meltdown – the UC

Berkeley Business Plan

Competition achieved a new

level of success. Not only did the

quality of business plans submitted in the

2001 competition reach an all-time high, a

startup firm called Timbre Technologies,

which won the top award just two years

ago in the first business plan competition,

was sold for $138 million to a Japanese

semiconductor firm. A Berkeley MBA

student and two Berkeley engineering

students were the founders. “Timbre

Technologies is proof that at Haas we

build real companies of real value,”

said Jerry Engel, executive director of

the school’s Lester Center for

Entrepreneurship and Innovation.

Founded and organized in 1998 by Haas

School MBA students, the UC Berkeley

Business Plan Competition has in a

remarkably short time secured its place

among the top university competitions in

the nation in terms of number of entries,

the prize money (a $50,000 first prize),

and the amount of venture funding

secured by the teams in the competition

(over $100 million in two years). The

Competition and its phenomenal success

prove that MBA students at the Haas

School develop excellent ideas, implement

them flawlessly, and make a real

difference in the world.

Similarly, the Haas Social Venture Business

Plan Competition, conceived and organized

by a group of five Berkeley MBA students

in the fall of 1999, was the first successful

nationwide business plan competition

that had as its goal not only financial

profitability, but also a tangible social or

environmental bottom line. During its two

first years, the competition attracted over

100 teams from business schools across

the US and has given over $25,000 in

prize money. Several previous participants

are well on their way to becoming fullfledged

businesses. Said Dean Laura

Tyson. “The Haas MBA students have

done an outstanding job in launching this

new competition for social ventures.”

This is the way the Haas School works.

And it works this way because of the

kinds of students it attracts. Creative,

resourceful, intelligent, energetic, entrepreneurial,

and above all, highly motivated

to make things happen around them –

all of these are hallmarks of the Berkeley

MBA student. Student leadership is a distinctive

aspect of the Haas culture, and

leadership abilities are among the key

attributes of its students.

Whether it is creating a student-initiated

elective class in the MBA curriculum or

launching a special school-wide event,

Haas students regularly lead the way in

shaping the MBA Program. This high

level of involvement helps the school

stay attuned to emerging interests and

needs of students, and to evolving trends

in the marketplace. Moreover, the

MBA Program is designed to develop

a student’s leadership skills and create

conditions in which they can be put to

good use.

The highly selective Berkeley MBA

Program attracts high caliber students –

one out of eight applicants is admitted.

Haas students must have solid academic

backgrounds and test scores that confirm

they possess the intellectual capacity and

The Haas Social Venture Competition

fine-tuned its second-year contest

placing even greater emphasis on the

profit potential and solid return on

investment of this year’s participating

teams. This year’s Haas Social Venture

executive committee included (left to

right): Rebekah Saul, MBA 02; Josie

Taylor, MBA 01; Christi Burdick, MBA

02; Scott Hirsch, MBA 02, and Susan

Steiner, MBA 02.

Profile of Full-Time

MBA Class of 2002

Applications Received: 3,170

Enrolled Students: 241

Women: 31%

Minorities: 27%

International Students: 31%

Countries Represented: 30

Average Age at Enrollment: 28 years

Average Years of


Work Experience:

5 years

Undergraduate Institutions

Represented: 144

Median GMAT: 690

Median Undergraduate GPA: 3.56

Previous Degrees

Bachelors only: 79%

Masters: 17%

M.D./Other: 2%

Ph.D.: 1%

J.D.: 1%

Undergraduate Majors

Business: 26%

Engineering: 26%

Social Sciences: 14%

Economics: 14%

Natural Sciences: 7%

Humanities: 4%

Mathematics/Computer Science: 2%

Other: 7%

Selected Professional


Consulting: 28%

Finance: 16%

Engineering/R&D: 10%

High Tech: 10%

Marketing: 9%

Project Management: 8%

General Management: 7%


The team that organized the

2001 Leading Edge technology


Gregory Theonues, MBA

Previous Degrees:

BBA, Finance and Marketing,

University of Wisconsin –


Previous job (prior to Haas):

Director of Retail Services,

Artisan Partners L.P.

Milwaukee, WI

Activities at Haas:

Co-Chairman, Leading Edge

Technology Conference;

Head Graduate Student

Instructor, Leadership Speech

Course, Fall 2001;

Member, Haas Technology

Task Force

Summer Internship:

Product Marketing Manager,

Adobe InDesign, Adobe

Systems Incorporated

San Jose, CA, and Seattle,


Aaron Duran, MBA 02

Previous Degrees:

BBA, Finance, New Mexico

State University

BA, Spanish, New Mexico

State University

Previous job (prior to Haas):

Senior Finance Analyst, Intel


Swindon, UK

Activities at Haas:

Co-Chair, Leading Edge

Technology Conference

Student Ambassador, Haas

Visitation Program

Finalist, Haas Social Venture

Business Plan Competition

Summer Internship:

Product Marketing

Management, E-Commerce

Server Division, BEA Systems

San Francisco, CA

Michael Madigan, MBA 01

Previous Degrees:

BBA, Finance, University of

Notre Dame

Previous job (prior to Haas):

Consultant, Computer

Sciences Corporation (CSC)

Activities at Haas:

Co-Chair, Leading Edge

Interview Committee, Haas

Visitation Program

Summer Internship:

Product Intern, Sun


Darin Boyd, MBA 01

Previous Degrees:

BBA, Finance, Texas Tech

Previous job (prior to Haas):

Strategic Marketing, Oracle

Belmont, CA

Activities at Haas:

Leading Edge Co-chair, 2000

Co-President/Founder of

Haas Wine Club

Finalist in 2001 UC Berkeley

Business Plan Competition;

member EA and High Tech


Summer Internship:

“Wireless Strategy at Sun”

“I was drawn to Haas by its reputation for the overall

MBA the experience opportunities, – the academics, and the location.”

the people,

Michael Madigan, MBA 01


stamina to meet the challenges of the academically

demanding Berkeley MBA program.

But they also arrive having already

distinguished themselves in their previous

work experience, as well as in community

activities and other outside endeavors.

With an average age of 28, Haas students

have had time to develop successful

careers in finance, consulting, government,

the military, accounting, health

care, real estate, non-profit,

high technology, and many

other fields. Some of them

have founded their own

companies, while others

were on the corporate fasttrack.

On average, they have

over five years of significant

professional experience.

This range of backgrounds

brings fascinating dimensions

to the composition of

each Haas MBA class. A few

examples: Fulbright scholars;

holders of multiple scientific

patents; founders of

companies; authors of books

and technical papers; award

winning musicians; athletic

stars in minor league baseball,

downhill skiing, volleyball,

table tennis, and ice

skating; a practicing emergency

room physician; Peace

Corps volunteers; a black

belt in Tae Kwon Do; organizers of new

nonprofit community organizations; airplane

and helicopter pilots. And the list

goes on.

Diversity is a key strength of the Berkeley

MBA Program; it can be measured in

many ways. About a third of the students

are from outside the United States, representing

more than 30 countries from

around the globe. Over 30 percent of the

Haas students are women, one of the

highest proportions among leading business

schools. Students from a variety of

ethnic backgrounds are an important part

wild, the business school was

established in recognition of

the increasing importance of

trans-Pacific trade and the burgeoning

West Coast business

development in the wake of

the California Gold Rush.

of Haas’s diversity. The academic backgrounds

of students vary widely, ranging

from science and engineering to economics

and fine arts. As noted, professional

experience and outside activities are

astonishing in their breadth. The enriching

diversity of the Haas MBA Program is

deliberate and has a critical purpose: to

mirror the global makeup of business in

the New Economy.

The University of California,

Berkeley founded its business

school in 1898, making it the

second oldest collegiate busi-

Haas students quickly discover

that among the

school’s greatest assets are

their fellow students, who

form a network of friends

ness school and professional contacts

in the United for a lifetime. Because they

States and are diverse and unique as

the first individuals, Haas students as

school at a a group contribute to the

public university.

Although experience while in school,

wealth of their classmates’

the American and add great value to one

West was still another as fellow alumni in

young and future endeavors around

the world. The relatively

small size of the MBA

Program (only 240 students

enroll in each entering

class) permits students to

get to know most members

of their class. The cooperative,

team-oriented nature

of the program encourages

students to work together

productively and harmoniously. Haas students

are ambitious and driven to succeed,

but they also understand the value

of studying together and socializing

together – and they always seem to do it

in high gear. They embody the California

mantra: Work hard and play hard.

While they may be different from one

another in many ways, Haas students are

similar in their outlook. They share a

deep commitment to learning; high aspirations

while in school and in reaching

for success in a new career; and the desire

to make a real difference in the business

and world communities.

Haas Founders Forum members

have monthly get-togethers to

exchange ideas and support with

fellow Haas entrepreneurs.

Founding Frenzy

The Haas Founders Forum was invented

when a group of budding entrepreneurs

from the Class of 99 decided

that their classmates and fellow entrepreneurs

were too valuable a network

to lose. So they formed a new kind of

alumni organization to address the

issues facing founders of high-tech

startups. The Haas Founders Forum

now consists of MBA 99, 00, and 01

graduates who have founded their

own ventures, joined existing startups,

or work in services supporting entrepreneurs

such as venture capital firms.

The forum’s members stay in touch

via a regular flurry of e-mails, a (password-protected)

web site, and monthly

social gatherings. A sampling of

firms founded by students of the

class of 1999:

Mitchel Harad and Rich Roberts,

MBA 99s, founded GetRelevant

(, which provides

online direct marketing services.

Their company is located in downtown

San Francisco. They have

secured over $4.9 million in funding.

Juan Mini and Scott Kucirek, MBAs

99, launched the first agency that

allowed the entire real estate transaction

to be processed online. Based in

Berkeley, zipRealty (

has offices across the US and has

raised over $36 million. They plan

to be fully profitable by the end of

the year.

Vovida Networks, founded by Alan

Knitowsky, MBA 2000, builds new

software for voice over IP communications.

In November 2000, Vovida was

acquired by Cisco Systems in a multimillion

dollar deal. Alan continues to

run Vovida’s 65-person team.

Richard Chen and Hiro Nakamura,

MBAs 99, founded Optomail

(, an email and

e-commerce company for the

Japanese business-to-consumer

market. Optomail has raised $2.7

million in funding.

Patrick Awuah, a native of Ghana, and

Nina Marini, MBAs 99, founded a new

private university in Ghana. Ashesi

University ( expects

to start classes for its undergraduate

program in fall 2002 on its campus

outside Accra.


An Overview

Technology at Haas

Courses and Programs

Technology and its revolutionary impact

on business are emphasized throughout

the curriculum and in special electives.

New courses are introduced frequently.

A sampling:

Cases in Business To Business E-Commerce

Internet Marketing Strategy

High Tech Marketing

Managing New Product Development

New Media Businesses

Global Supply Chain Management

Entrepreneurship in Biotechnology

Information Technology and the Real Estate Industry

Managing High Tech Knowledge Workers

Intelligent Manufacturing Systems

Telecommunications and Distributed Processing

Data Management

International Trade and Competition in High Technology

Strategic Computing and Communications Technology

Managing Innovation and Change

Management of Technology Program, a certificate

program offered jointly by the Haas School and College

of Engineering, with a focus on managing activities

associated with bringing high tech products to market.


Haas/Berkeley faculty members are active

discoverers of new ideas in the area of technology.

Much of the research is interdisciplinary — connected

to other top ranked departments at Berkeley, and

linked with businesses in the area. Research is

conducted by individual faculty and with the support

of the following centers:

Fisher Center for the Strategic Use of Information

Technology, which houses:

• Center for Information Technology and

Marketplace Transformation

• Center for Marketing and Technology

• Center for Telecommunications and Digital Convergence

• Supply Chain Management Initiative

Management of Technology Program,

which has spawned:

• Competitive Semiconductor Manufacturing Program

• Consortium on Green Design and Manufacturing

• Organizational Responses in High-Risk Environments

• Japanese Management of Technology

Other projects and centers studying

technology at Berkeley

Berkeley Center for Multimedia Research

Center for Competition Policy

Center for Law and Technology

Institute of Business and Economic Research

Fisher Center for Real Estate and Urban Economics

Berkeley E-conomy Project

Technology remains

the chief catalyst

bringing about

momentous change to business

today. Even the most traditional

firms have begun embracing

new information technologies at all

levels, which are revamping business

strategies, reshaping management

methods, and reinventing relationships

with customers. No function of

the firm – from accounting and supply

chain management, to human

relations and marketing – will escape

this revolutionary technological


In recognition of the pervasive impact

of new technology on business, the

Haas School emphasizes the study of

technology throughout its MBA curriculum

and through a variety of special

programs. The purpose of this

emphasis is to provide

Berkeley MBA students

with the fundamental

knowledge and skills to

lead in this new environment.

In the past,

the study of technology

was mainly of interest to

some students. This has

changed rapidly, as

managers of every kind

of business face the

need to understand

how technology can

provide a competitive


The Berkeley MBA

Program provides an

overview of technology

for all students, and

offers options for specialization and

in-depth study. Core courses, such as

strategy, deal with the impact of technology

in managing successful, competitive

businesses. One new course is

aimed exclusively at students with zero

technical background in order to provide

them an overview of the technologies

and companies that comprise

the IT industry. Students may select

from a variety of electives exploring

technology and its effects, including

courses such as high-tech marketing,

electronic commerce, and managing

new product development processes.

The Haas School integrates the study

of electronic business into the existing

MBA curriculum instead of creating a

Haas and Technology

Number of courses offered in

the Management of Technology

Program: 36

About one-third of Berkeley

MBA electives have a

technology focus.

One-quarter of the Haas

School faculty is involved in

teaching and/or research related

to technology in business.

Number of Berkeley business

and engineering faculty

teaching courses in the

Management of Technology

Program: about 30

Number of student consulting

teams in the Management

of Technology Program:

8 per semester, involving

over 80 students and

10 Silicon Valley firms.

separate track, as some schools have

done. Haas faculty members believe

that the Internet is so fundamental

that it should be taught across the

entire MBA curriculum.

Students may also

choose from a rich

assortment of elective

courses in technology

offered by other departments

at Berkeley,

including electronic

commerce courses

offered by the School

of Information

Management and

Systems, and courses

offered by the law school

that explore the legal

and policy impact of

information technology

on business. Many Haas

School courses also feature

real world projects,

such as a business-tobusiness



course that sends teams

of students to major

firms as information

technology consultants.

Siebel Opens


Seminar at Haas

For students who are

interested in a more technically

oriented technology

track, Haas offers a

specialization through its

Management of

Technology Program

(MOT). Begun in 1988,

this joint effort of the

Haas School, the College of

Engineering, and the School of

Information Management and

Systems focuses on the set of management

activities associated with bringing

high-tech products to market –

with an emphasis on the leading

high-tech industries of the Silicon

Valley/San Francisco Bay Area: electronics,

software, and biotechnology.

The MOT Program offers courses and

a certificate program, operates a lecture

series and seminars, and places

teams of MBA and engineering students

in MOT partner companies to

do consulting projects during the

academic year.

Faculty members at Haas/Berkeley are

among the leading discoverers of new

ideas in the area of technology and

business. At Haas, this scholarly effort

includes information technology-related

inquiry into areas such as marketing,

human resources, supply chain

management, telecommunications,

and Internet-based auctions and negotiations.

The Management of

Technology Program has created joint

Tom Siebel,

chairman and

CEO of Siebel


kicked off the



Seminar Series in October

2000. Siebel founded

Siebel Systems, which

makes e-business application

software, in 1993.

Since then, Fortune named

the company the fastest

growing company in 1999

and Business Week called

Siebel one of the top 25

managers in the world.

research programs in

areas such as competitive

semiconductor manufacturing,

green design and

manufacturing, and the

Japanese management of

technology. Many of the

research efforts of faculty

are spun off regularly into

new MBA courses – a key

benefit of a research-oriented

business school.

The Haas School’s proximity

to Silicon Valley, the world capital

of high tech, adds real-world immediacy

to the study of technology.

Faculty members invite local high-tech

Managing Successfully in a

Time of Technological Change

business executives to be guest lecturers

in their courses and to partner

with them in research projects, sometimes

involving MBA students. Student

clubs, such as the High Tech Club,

add immeasurably to the excitement

of the technology revolution by bringing

great Silicon Valley speakers to

special events and organizing careeroriented

activities with local firms.

Sara Beckman, senior lecturer and faculty

co-director of the Fisher Center for the

Strategic Use of Information Technology,

teaches business and engineering students

at Berkeley how to manage the

new product development process.

of Ideas

The Power

Old Fashioned Economics Still

Rules in the Technology-Driven

New Economy

What is it about Information Rules — a Strategic

Guide to the Network Economy, designated the

Editor’s First Choice business book by

in 1998, that has created a buzz

in Silicon Valley? It may be the

book’s thesis that durable economic

principles can guide managers

in today’s frenetic business

environment. Technology

changes, but economic laws do

not, say authors Carl Shapiro

(left) and Hal Varian.

Many of today’s managers are

so focused on the trees of technological change

that they fail to see the forest: the underlying economic

forces that determine success and failure.

The book describes these fundamental economic

principles shaping the Network Economy to illuminate

for entrepreneurs and corporate leaders alike

how to devise strategies that will allow them to

exploit the many opportunities in the red hot market

for ICE: information, communications, and


Since its publication, Information Rules has

been praised in major publications, including

The Economist, The New York Times, and

Fast Company. The book is used as a main text in

several Haas courses.

Carl Shapiro (left) is the TransAmerica Professor of

Business Strategy at the Haas School of Business, the

director of the Institute of Business and Economic

Research, and professor in the Department of

Economics at UC Berkeley. In 1995–96, Shapiro

served as deputy assistant attorney general for

antitrust at the US Department of Justice.

Hal Varian (right) is the dean of the School of

Information Management and Systems at UC

Berkeley, the Class of 1944 Professor at the

Department of Economics, and a professor at the

Haas School of Business.


Janet Yellen

Eugene E. and Catherine M.

Trefethen Professor of

Business Administration

Haas Economic Analysis and

Policy Group

and Professor, Department of


Former Chair, President’s

Council of Economic Advisors

Former Governor, Board of

Governors of the Federal

Reserve System

At Haas since 1980

Teaching Field:

Economic Analysis and Policy

Courses Taught:

BA 201B: Macroeconomics

in the Global Economy,

2000 and 2001

Current Research Interests:

Unemployment and labor


Monetary and fiscal policies


BA, economics, Brown


Ph.D., economics, Yale


“To succeed in business today, managers must

understand economy-wide trends and the ways in

which national economic policies and international

institutions interact to shape opportunities

and risks in the global economy.”

Professor Janet Yellen


Haas School faculty members

are explorers and discoverers,

seeking new ideas and insight

at the frontiers of knowledge.

They are internationally recognized leaders

in the study of the economic, social,

political and technological forces shaping

global markets today. They play an active

role in the national and international

business communities, serving as consultants,

board members, and speakers at

major business conferences and seminars.

They are in demand for key government

positions, and they perform important

interdisciplinary research with colleagues

at Berkeley and at other top universities

around the world. Rankings of academic

reputation consistently place the Haas faculty

in the top ten of business schools


Several faculty members are authors of

widely used textbooks in marketing, economics

and management. Robert Cole is

one of the world’s most respected authorities

on quality management. Hayne

Leland and Mark Rubinstein are among

the most knowledgeable securities

experts. Ken Rosen’s real estate market

forecasts are widely regarded as definitive.

Dorit Hochbaum is a leader in the study

of supply chain management. David Teece

is a widely-sought expert in the growing

field of knowledge management. And

Oliver Williamson’s pioneering work on

transaction cost economics has played a

major role in fields as diverse as international

finance, law, sociology, organizational

theory, strategic management, and

political economy. The list of outstanding

scholarly achievements by Haas faculty is

long, indeed.

In their search for new knowledge, Haas

faculty members go far beyond the mere

Explorers and Discoverers In Search of New Knowledge

Haas Faculty

descriptive – that is, analyzing and summarizing

a management or business problem

and its resolution. As members of a premier

research university, Haas professors

seek the deeper answers to why things

happen the way they do. And they develop

theoretical explanations in order to

understand and predict future occurrences.

These are among the tools that

eventually help executives navigate confidently

through even the most turbulent,

changeable times.

Haas faculty regularly integrate their

findings into new course offerings and

reassess the MBA curriculum to ensure

its relevance in presenting current management

issues. Haas MBA students benefit

by being among the first to learn of

faculty discoveries in their courses, and

to study first-hand with the inventors of

new theories and principles for management


The cornerstone of the whole Haas MBA

program consists of its distinguished faculty

and the high quality of their courses.

The faculty are also committed to outstanding

teaching. For instance, students

describe international finance professor

Rich Lyons as “a passionate, high energy

teacher who is open and encouraging.”

He has been repeatedly recognized as

one of the best instructors at Haas and

Berkeley. Responds Lyons: “It’s the students

who create the energy in the classroom

– my job is to harness it.” The MBA

Program also makes creative use of talented

and experienced practitioners

from business and industry in its classes

as adjunct professors and lecturers in

MBA courses.

The faculty at the Haas School are

as good as it gets.

Faculty Editors

Haas faculty are widely respected and

sought after as researchers. More than

one fourth of the ladder-track faculty

serve as editors of academic journals.

Many more serve on editorial boards

and as reviewers.

A sampling:

Vinod Aggarwal

Editor in Chief: Business and Politics

Sarah Beckman

Co-Editor: California Management Review

Terri L. Griffith

Senior Editor: Organization Science

Associate Editor: MIS Quarterly

Michael L. Katz

Co-Editor: California Management Review

and Journal of Economics and

Management Strategy

Richard K. Lyons

Co-Editor: Journal of International Financial

Markets, Institutions & Money

John M. Quigley

Editor in Chief: Regional Science and Urban


Stefan J. Reichelstein

Editor: German Economic Review

Managing Editor: Review of Accounting


Andrew K. Rose

Managing Editor: Journal of International


Pablo T. Spiller

Co-editor: Journal of Law, Economics and

Organization, and Journal of Economics

and Management

Barry M. Staw

Founder and co-editor: Research in

Organizational Behavior

Editor: The Psychological Foundations of

Organizational Behavior and Psychological

Dimensions of Organizational Behavior

Co-editor: New Directions in Organizational


David J. Teece

Co-editor and co-founder: Industrial

and Corporate Change

David J. Vogel

Editor: California Management Review

Oliver E. Williamson

Co-editor: Journal of Law, Economics,

and Organization

Russel S. Winer

Co-Editor: Journal of Interactive Marketing




The California

Management Review

(CMR), published at the Haas School,

is one of the leading management

journals of its kind, serving as a vehicle

of communication between those who

study management and those who

practice it. CMR, which is celebrating

its 43rd year, publishes articles that are

both research-based and address issues

of current concern to managers.



at Haas

Courses and Programs

A sampling of courses:


New Venture Finance

High Tech Marketing and the Entrepreneur

Entrepreneurship in Biotechnology

An Overview

Special Topics in Entrepreneurship

Certificate in Entrepreneurship

Requires three courses in entrepreneurship and internship

with local startup or a project, including developing

a business plan for a new venture.

Lester Center for Entrepreneurship and Innovation

Studies and promotes entrepreneurship and new enterprise

development. Founded in 1991 with endowment

from W. Howard Lester, chairman and CEO of Williams-

Sonoma. Lester Center activities include:

UC Berkeley Entrepreneurs Forum

Monthly networking event at Haas that features top entrepreneurial

speakers and serves as meeting ground for Bay

Area entrepreneurs, investors, students, and faculty.

Berkeley Business Incubator

Provides office space and telecommunications capabilities

to promising new ventures of current Haas students

and recent graduates.

Venture Capital Internships and Fellowships

Offers selected MBAs hands-on experience with leading

firms such as Morgan Stanley Venture Partners and US

Venture Partners.

Price Institute Fellows

Awarded each year to Haas MBAs who show great

promise as future entrepreneurs.

Lifetime Achievement Award

Annual recognition of outstanding entrepreneurs.

Previous winners include:

• Dr. Alejandro Zaffaroni, founder of several remarkable

medical/pharmaceutical firms such as ALZA.

• Arthur Rock, pioneering Bay Area high-tech

venture capitalist.

Entrepreneurs Association

Student-led umbrella organization that includes:

Haas/Berkeley Business Plan Competition, an annual

event to develop plans for new enterprises that are

judged by venture capitalists. Prize money is awarded to

the best plans; several plans have also attracted venture


Partners for Entrepreneurial Leadership (PEL), which

organizes paid summer internships at high-growth firms.

150 members and over 50 internships.

Berkeley Solutions Group, which provides MBA student

consultants to local new enterprises, small businesses,

and nonprofit organizations that cannot afford

professional consulting fees.

New Business Club

Internet Business Club

Social Venture Business Plan Competition

Recent startups founded

by Haas/Berkeley graduates:


Ascribe Inktomi

Vermeer Technologies

(creators of Front Page software)

The study and practice

of entrepreneurship

is booming at

the Haas School. The

Berkeley MBA Program offers its students

the skills and knowledge to

launch fast-growth, high potential

enterprises. It sponsors a series of

innovative programs and activities that

provide students with networks and

connections, mentoring and advice

from experts, and the infrastructure to

actually begin a startup. And increasing

numbers of Haas students are

doing so by beginning their own firms

even while in school or by launching

startups at graduation.

In all of this, the Haas

School forms a microcosm

of the San

Francisco Bay Area, the

premier hotbed of new

venture creation. The

adrenaline rush of entrepreneurship

is palpable

here. Says James Hong,

MBA 99, who launched a

venture, “I chose to come

to Haas over other topranked

business schools

because there is an entrepreneurial

‘buzz’ here

that I just did not feel

anywhere else.”

One of the first business

schools in the nation to

offer entrepreneurship

courses, the Haas School

now features an array of

these courses. The curriculum

emphasizes the

integration of classroom

learning and connections

to the local entrepreneurial and venture

capital communities. Courses

may be taken as individual electives,

or in a coordinated program culminating

in the award of a certificate in

entrepreneurship. Executives and

advisors experienced in the creation

and growth of new companies join

Haas School faculty to teach in the

entrepreneurship program. Among

the faculty are authorities such as

Adjunct Prof. Mario Rosati, a partner

at Wilson Sonsini Goodrich & Rosati,

the preeminent Silicon Valley hightech

law firm.

The locus of these activities is the Haas

School’s Lester Center for

Haas: Where Entrepren

Haas second-year MBA

students who take at least one

entrepreneurship course:

150 (out of 240)

Number of Haas MBAs

who complete entrepreneurship

certificate each year:

10 to 15

Members of the student

Entrepreneurship Association:

200 MBA students

(out of total 480)

Number of faculty teaching

entrepreneurship (which has

doubled in three years): 12

Maximum number of startups

in the Berkeley Business

Incubator: 8

Firms in incubator sold

for seven figures while

student founders were

still in school: 2

First startup to receive

venture financing from a

major venture firm while

students were still in school:, $1.7 million

in May 1999

Entrepreneurship and

Innovation. By participating

in the center’s

many activities, students

meet and learn from

leaders who manage,

advise and fund entrepreneurial


“What a startup often

needs most is access to

know-how, to people

who know about technology,

markets, raising

capital, or building a

management team,”

says John Freeman, a

professor of entrepreneurship

and research

director of the Lester

Center. “Faculty and

business people

involved in entrepreneurship

here can provide

valuable mentoring,

useful contacts,

and constructive criticism

of business plans.”

Among the activities of the Lester

Center is a sizzling business plan competition

that attracts teams of entrepreneurs

from across the Berkeley campus.

A monthly Entrepreneurs Forum

is a standing room only event that provides

the opportunity to meet and

share business experiences with venture

capitalists, entrepreneurs, business

leaders, students and faculty. The Center

has also held a CEO breakfast series

for students and leaders of startups.

The Haas School operates its own business

incubator just across the street

from the campus for up to eight startups

launched by Haas students and

alumni. “The incubator is a natural

Lester Center Leadership

“The Lester Center serves

as both catalyst and

conduit, creating and

channeling activity

among the Bay Area’s

dynamic entrepreneurial

community and the

Berkeley campus,”

says UC Berkeley’s Chancellor

Robert Berdahl.

Jerry Engel (left)

Lester Center

Executive Director

Formerly Ernst & Young’s

managing partner for

entrepreneurial services,

and a founding partner of

Kline Hawkes California,

LP, a $100-million venture

capital fund.

Co-teaches the courses in

entrepreneurship and new

venture finance.

John Freeman

Helzel Professor of

Entrepreneurship &


Lester Center Director of


Ph.D. University of North

Carolina at Chapel Hill

Leads Haas School’s

academic focus on

entrepreneurial studies

and research.

Teaches entrepreneurship


eurship is a Team Sport

Haas Gives Lifetime

Achievement Award In




the investment

banker who

brought the world

Apple Computer,

Genentech, and

the OpenIPO, was

the 2001 recipient

of the Haas

School’s Lester

Center Lifetime



Hambrecht was one of the first to

embed a venture capital firm within an

investment bank. His firm Hambrecht &

Quist became a leader of the emerging

west coast investment banking community.

Since 1997, Hambrecht has been

using the Internet to create an open

system for all investors – from individual

consumers to the largest institutional

investors – to make bids for IPO stocks,

thus the name OpenIPO.

extension of business school teaching

and research,” says Prof. Freeman, who

organized the incubator in 1997. “The

goal is to take class work and academic

knowledge and put them to work in

ways that enrich the educational experience

of the students.”

Haas students are actively involved.

The Entrepreneurs Association, whose

membership includes almost half the

MBA class, sponsors many activities,

including organizing internships at

nearby high growth startups.

Haas combines really bright students,

world class professors who are passionate

about entrepreneurship, a curriculum

for the information age, collaboration

with one of the top engineering

schools in the country, and great

opportunities to work with leading

edge Silicon Valley companies,” says

one recent Haas MBA entrepreneur.

Proclaims Jerry Engel, executive director

of the Lester Center: “At Haas,

entrepreneurship is a team sport.”

The UC Berkeley

Business Plan Competition

The UC Berkeley Business Plan Competition

serves as a springboard for the campus’s most

innovative ideas and technologies by bringing

ventures led by UC Berkeley students and alumni

in touch with Silicon Valley’s community of entrepreneurs,

venture capitalists, and technology

companies. The winning team takes the $50,000

first prize. All finalists get a chance to present to

and receive written feedback from some of the

nation’s leading venture capitalists.

• Peter Fiske, Haas Evening MBA student,

is the co-founder of RAPT Technologies,

winner of the third annual competition

in 2001. RAPT has developed a dramatically

faster and more cost-effective technology

for etching and polishing optical

and semiconductor materials.

Previous competition winners:

• Nibha Aggarwal, MBA 94, and

engineering assistant professor

Anthony Joseph founded the

2000 winner Skyflow, which

provides integrated voice and

data communication to auto

mate business processes for

the extended supply chain. Skyflow has raised

$3.65M in funding.

• Nick Sturiale, MBA 00, was the

co-founder of 1999 winner Timbre

Technologies, which develops software

solutions to reduce manufacturing costs

and time to market for semiconductor

manufacturers. Timbre Technologies

raised $2.8M before it sold to Tokyo

Electron for $138M in February 2001.


Ben Soccorsy, MBA 02

Previous Degrees:

BA, Economics, Northwestern


Previous job (prior to Haas):

Senior Manager, Business


San Francisco, CA

Activities at Haas:

Co-President, Entertainment

Management Association

Contributor, HaasWeek

Summer Internship:

Associate Consultant,

Deloitte Consulting Ventures

New York, NY

Emilie Cortes, MBA 02

Previous Degrees:

BS, Business Administration,

International Business,

American University

Previous job (prior to Haas):

Associate, The Geneva


Irvine, CA

Activities at Haas:

Photo Editor, HaasWeek

International Business

Development Program

Foreign Exchange with IESE

in Barcelona

Summer Internship:

Corporate Finance,

Deloitte & Touche

San Francisco, CA

Keitha Y. Pansy, MBA 02

Previous Degrees:

BBA, Accounting, Howard


Previous job:

Experienced Senior

Accountant, Global Utility and

Energy Sector,

PricewaterhouseCoopers LLP

Washington, DC

Activities at Haas:

Vice President, Admissions,

MBA Association

Coordinator/ Vice President

of Admissions, Haas

Visitation Program

Coordinator/ Mentor, Young

Entrepreneurs at Haas

Member, Haas Technology


Member, Haas Finance Club

Catcher, Cal Intramural


Summer Internship:

Summer Associate,

E-Business Group &

Communication Systems

and Semiconductor Group,

JP Morgan

San Francisco, CA

“The Haas School’s world-class faculty have carefully

selected classes that have provided me a foundation in

finance, economics, marketing, and operations.”

Ben Soccorsy, MBA 02


of Ideas

The Power

Haas MBA Curriculum

Innovative. Cutting Edge.

Global. Flexible. Team-oriented.

Interdisciplinary. These are some of

the key words to describe the MBA curriculum

at the Haas School of Business.

The Haas MBA curriculum not only teaches

students the fundamentals of management,

but also integrates cutting-edge

developments that business leaders need

in order to thrive in the new economy.

MBA students graduate from Haas with

up-to-date knowledge and a set of skills to

become leaders in any kind of organization

– from dot-com startups and multinational

firms to consulting organizations

and nonprofits.

Haas faculty members emphasize both theory

and practice in the classroom, using a

variety of teaching methods. Case studies,

seminars, simulations, guest speakers, and

group projects all facilitate the learning

process. In addition to traditional electives

in fields such as accounting, finance, and

marketing, leading-edge courses keep students

current in hot topic areas such as e-

commerce, high-tech, and international

marketing. Certificates in corporate environmental

management, entrepreneurship,

global management, health management,

and technology management, as

well as special programs in nonprofit and

public management, real estate, and

socially responsible business, offer students

the opportunity to specialize their programs

of study.

Classroom learning is enhanced by numerous

opportunities to apply the lessons to

real world situations. For example, several

unique courses are offered in managerial

accounting in the manufacturing, service,

Putting It All Together

and high tech industries, and in planning

and control in international corporations.

Student teams regularly work with local

companies such as Hewlett-Packard and

Varian to design cost systems or make recommendations

on existing ones. Similarly,

students taking organizational behavior

courses are assigned fieldwork projects in

which they visit local firms to examine

and make recommendations on organizational


The Haas MBA Program also draws on the

incredible breadth and depth of the

University of California at Berkeley, whose

graduate programs are consistently

ranked among the best in the world.

Students are encouraged to supplement

business courses with classes outside the

business school in areas ranging from

engineering, law, and urban planning to

foreign languages, international area studies,

and history. Interdisciplinary opportunities

with the university community at

Berkeley enable Haas MBA students to

learn from top experts in almost every

field. Joint courses with Berkeley law, engineering,

Asian studies, and public health

students enhance the educational experience

of many MBA students.

The international aspects of the curriculum

also provide opportunities to spend a

semester of study abroad, to visit other

countries during breaks, and to serve as

consultants for companies around the

world as part of the innovative International

Business Development program.

Above all, the Haas MBA curriculum is

flexible. More than at most business

schools, the Haas School offers its students

the option of arranging a program of study

The Competitive

Strategy Game

When MBA students

around the world learn

strategy, they do so with

the help of a computer

game developed by

Severin Borenstein.

Borenstein’s Competitive Strategy

Game (CSG) gives students a feel for

the complexity of pricing, production,

and market entry decisions in actual

market environments.

CSG is a simulation of the interaction

between eight companies that compete

with one another in four different

markets. CSG teaches basic economic

concepts such as sunk, fixed,

and marginal costs, the opportunity

cost of investment, firm- and marketelasticities

of demand, and product

differentiation, as well as more

advanced strategic concepts such as

first-mover and competitive advantage,

entry deterrence, and oligopoly


CSG has been used at 23 universities

in five countries. “It brings to life the

issues that are central to competitive

strategy, but can seem pretty dry

when taught with textbooks and

cases alone,” says Borenstein.

Severin Borenstein is the E.T. Grether

Professor of Business Administration

and Public Policy at Haas and the

director of the University of California

Energy Institute.

Using Fads to

Gain Advantage

Remember quality circles?

How about business

process reengineering?


wisdom has deemed

them “fad du-jour” practices pushed

by managers under pressure to find

quick solutions to complex problems.

“Not so,” says Robert E. Cole, who

has spent years researching and consulting

with Japanese and American

business enterprises. “Smart companies

learn to use fads. Stupid companies


In his new book, Managing Quality

Fads, Cole argues that fads – often

derided as a waste of resources –

can improve productivity and quality:

“Businesses often need fads to motivate

people to try new things.” He

has found that successful managers

use fads as building blocks for organizational


Robert E. Cole is the Lorraine Tyson

Mitchell Professor of Leadership and

Communications II and co-director of

the Management of Technology

(MOT) program at Haas.


A Selective Overview

The Haas MBA Curriculum

Approaching First Year

• Quantitative Methods Workshop

(optional/late summer)

Review of math, probability and

statistics skills

• Communications Workshop

(optional/late summer)

Improving oral and writing skills

MBA Orientation (required)

Introduction to life at Haas,

and fun, too!

First Year – Fall

Core Courses (required)

• Statistics

• Quantitative Methods

• Microeconomics

• Financial Accounting

• Finance

• Organizational Behavior

• Management Development

Capstone Project

(end of core; required)

Team project integrating core course skills

Student Conferences,

Speaker Series, and Events

• Women in Leadership Conference

• Leading Edge Technology Conference

• Berkeley Entrepreneurs Forum (monthly)

• Lucent Technologies Speakers Series

• Consumption Functions

Bi-monthly, late Friday afternoon

Haas community social gathering

Career Events

• Career Development Workshops

Workshops on interviewing, resume

and cover letter writing, and networking

throughout semester

• Firm Nights

Opportunity to network with firms

from various industries

First Year – Winter

• Study Tour (optional)

Study trip to other countries,

organized by a student club

First Year – Spring

Core Courses (required)

• Macroeconomics in the Global Economy

• Managerial Accounting

• Manufacturing and Operations


• Marketing

• Management Development

Other Courses

• Three units of electives

Student Conferences,

Speaker Series, and Events

• Challenge for Charity (various events

to support Special Olympics)

• UC Berkeley Business Plan


• Social Venture Business

Plan Competition

• Consumption Functions

Career Development

• Interviews for summer internships

begin in January

• Independent job search begins

• Firm Nights


• Internships and Summer Jobs

• International Business Development

Consulting Projects

Travel in teams throughout the world

for consulting projects

• The Washington Campus

Work and learn in the nation’s

capital for a summer

Second Year – Fall

Core Courses (required)

• Ethics

• Business and Public Policy

Other Courses

• Nine units of electives

• Student initiated courses

• International exchange program (optional)

Student Conferences,

Speaker Series, and Events

• Women in Leadership Conference

• Leading Edge Technology Conference

• Berkeley Entrepreneurs

Forum (monthly)

• Lucent Technologies Speakers Series

• Consumption Functions

Career Development

• 2nd year job interviews


• Firm Nights

Second Year – Winter

• Study Tour (optional)

Second Year – Spring

• Nine or ten units of electives

• One strategy course (required)

Student Conferences,

Speaker Series, and Events

• Challenge for Charity (various events

to support Special Olympics)

• UC Berkeley Business Plan


• Social Venture Business

Plan Competition

• Consumption Functions


Post Graduation

MBA Enterprise Corps (optional)

Expand international expertise by working

for a business in a developing country

Haas Homecoming and

Cal Football Game (Fall)


that fits individual needs and interests.

After the core course requirements are fulfilled,

students may choose from a wide

variety of electives and special concentrations

– from within Haas and the wider

university – as well as design courses of

their own in conjunction with a faculty

member. The relatively small size of the

MBA student body ensures that the learning

experience is personalized – strong

connections develop between faculty and

students, and among fellow students. The

cooperative, team-oriented culture teaches

the lessons of working

successfully with others

to achieve objectives – a

powerful and necessary

skill in today’s complex,

fast-paced business environment.

Integrated Core

Provides a Solid

Foundation for

Management and


Thirteen core courses

provide a foundation of

analytical tools. Students

take most of these core

courses in the first year.

The core courses are

deliberately designed to

build upon one another

and provide a common

foundation for all the

students in the program.

Core faculty members

meet weekly throughout

the first semester to discuss

issues that arise in

each course and to coordinate

their syllabi.

Faculty members typically

choose common problem

sets or case studies, so that the theory

learned in one course may be applied to a

problem the next week in another course.

“What I find really impressive about

Haas,” says Jinny Lee, MBA 01, “is that

some of our best professors are teaching

core classes and not just the ‘fun electives.’

From former Washington DC-insider

Janet Yellen to technology guru Carl



by MBA



courses are a tradition

at the Haas

School. Every

semester offers

several courses that are initiated and run

by students with faculty guidance.

Typically such courses focus on a specific

theme or industry.

In 2000/01 Haas MBA students learned

about the business of the wine industry

while enjoying some of California’s finest

wines and foods. John Cole (left), a veteran

of the wine industry, and Michael

Ehrlich (right), both from the MBA class

of 2001, initiated the course titled “A

Taste of the Wine Industry.”

Additional recent student-initiated courses


• Entrepreneurial Issues in Biotechnology

• Technology Topics and Trends

• Leadership and Organizational


• Personal Finance

• Environmental Issues

• Doing Business in China

• Entertainment Industry

• Investment Fund Management

• Social Venture Entrepreneurship

Shapiro, we have faculty with real-world

experience teaching us.”

“Having returned from several years in

Washington, Janet Yellen brought macroeconomics

to life by sharing her fascinating

background,” agrees Nancy Hoffacker,

MBA/MPH 02. “I left the class having a

much greater understanding of just how

our national and world economies function.”

The first semester concludes with a

“Capstone” project, in which students integrate

their courses in accounting, microeconomics,

and finance.

Faculty members who

teach in the core choose

three publicly traded

companies for study.

Students meet in teams

and spend the semester

producing a written

report valuing one of the

companies as if for a

takeover, using only public

information to evaluate

the “target” company.

Students complete most

of the remaining core

courses in the spring

semester and begin

exploring their options

for elective courses. If

there is interest in a topic

not already offered, Haas

students have the option

to initiate their own

course. They also have

opportunities to plan

international study trips

and summer internships.

A wide array of elective

courses is available in the

second year, allowing students

to specialize in the

fields of their choice. New electives are

introduced frequently. In the second year,

students also choose one or more of the

strategy courses.

“My best professors have been ones who

have required aggressive pre-class preparation,”

says Jon Altschuler, MBA 01. “Andy

Rose in Macroeconomics, Carl Shapiro in

Micro, and Rashi Glazer in Marketing led

intense class discussions. I always came to

Business Leaders Enrich

Haas Teaching

Successful business leaders bring

their expertise to the classroom as

lecturers and adjunct professors.

Some of the Haas School’s popular

instructors include:

Homa Bahrami,

consultant to

many leading

Silicon Valley


teaches Managing




Leo Helzel, MBA

68, has helped

launch over 100

business ventures.

He currently teaches

Top-Down Law:

Legal Issues and

Problem Resolution

of Growth Companies.

Mario Rosati,

partner in the

Silicon Valley

law firm Wilson,

Sonsini, Goodrich,

and Rosati, teaches

New Venture


Peter Sealey,

former VP for

global marketing at

Coca-Cola and

executive consultant

to Sony New


teaches Marketing

on the Internet.

Holly A. Schroth,

brings her experience

in psychology

to her popular

courses “Negotiation

and Conflict

Resolution” and


as a Manager.”

Paul Tiffany, who

has served at several

national management


firms and taught at

Wharton, Stanford,

and INSEAD, teaches

Competitive and

Corporate Strategy.


Mark Greenbaum, MBA 00

Investment Banking Associate

Technology Mergers and


Morgan Stanley,

Menlo Park, CA

Previous Degrees:

B.S., Business Administration,

Haas School of Business,

UC Berkeley

Previous job (prior to Haas):

Manager, Assurance and

Advisory Business Services,

Entrepreneurial Services

Group, Ernst & Young LLP,

Palo Alto, CA

Activities at Haas:

VP of Communications, MBA


Graduate Student Instructor,

Economics 1 (Outstanding

GSI Award)

Assistant Editor/Writer,


Career Coach, Investment


1st Place Winner, 2000

Merrill Lynch/Appaloosa

Management Sponsored

Financial Engineering Case


Summer Internship:

Summer Associate,

Investment Banking Division,

Morgan Stanley

New York, NY

David Ko, MBA 01

Manager, Accenture

San Francisco, CA

Previous Degree:

BA, Economics,

Swarthmore College

Previous Job Prior to Haas:

Vice President, Investment

Management Division

J.P. Morgan & Co. -

Vice President

New York, NY

At Haas:

President, Consulting Club

VP, Outdoor Events,


Volunteer, Haas Visitation


Graduate Student Instructor,

BA 200S/Q

Summer Internship:

Summer Consultant, A.T.

Kerney, Inc.,

San Francisco, CA

Juan Scarlett, MBA 01

Equity Research Associate

Dain Rauscher Wessels

San Francisco, CA

Previous Degree:

B.S., Accounting, Florida

A & M Univ.

Previous Job Prior to Haas:

Senior Accountant

Arthur Andersen LLP

Atlanta, GA

At Haas:

President of Finance Club

Challenge for Charity

Board Member

Young Entrepreneurs at

Haas Mentor

Summer Internship:

Summer Associate

Salomon Smith Barney

New York, NY


“The Haas School’s location in the San Francisco

Bay/Silicon Valley area provides access to many

of the new technology firms that are reshaping

the world today.”

David Ko, MBA 01

of Ideas

The Power

class prepared. However, you can’t help but

be on edge when Carl Shapiro cold calls

you requesting an analysis of the Microsoft

antitrust case and you know he’s one of the

government’s star witnesses.”

Cutting-Edge Courses Lead

the Way to the New Economy

At Haas, innovative theory and real-world

experience combine to provide a dynamic

business education. This powerful combination

is especially evident in the range

of electives inspired by the Haas School’s

proximity to Silicon Valley.

Anna Bogardus, MBA

99, acknowledges that

the MBA program’s connections

with key Silicon

Valley entrepreneurs and

venture capitalists, as

well as its entrepreneurship

course offerings,

were important factors

in her choice of Haas.

“One of my favorite electives

was Internet

Strategy, taught by

Florian Zettlemeyer,” she

says. The course examined

the implications of

the Internet for marketing

strategy. “We had a

long list of outstanding

guest speakers from

Internet companies,

bricks and mortar companies

transitioning to e-

commerce, consultants,

and venture capitalists.”

Students gain exposure

to real-world business

through adjunct professors

and visiting CEOs

who come to lecture and

lead informal discussions.

Regular lecturers at the Haas School

include successful executives on leave; specialists

in areas of investment banking,

energy policy, advertising, and law; as well

as established entrepreneurs. Often they

team up with Haas School faculty to teach

courses that are among the most popular



Conferences Enhance

Learning at Haas

Student groups organize several

major conferences that bring dynamic

speakers to Haas. The Women in

Leadership club, for example, organizes

an annual conference held each

fall. At last year’s sold-out conference,

the theme was Options on Your

Future. Judy Lichtman (pictured

above with conference organizers

Emily Stauffer, Tiffany Liu, and Alyssa

Farber, MBAs 01), president of the

National Partnership for Women &

Families, gave the lunch keynote

address. Lichtman spoke about the

inequities women and families continue

to face in the workplace and her

25 years of advocacy in Washington

DC for family-friendly work laws. Pat

House, co-founder and executive vice

president of Siebel Systems, shared

her unorthodox career path from

teacher to business executive during

her morning keynote speech.

Scott Kucirek, MBA 99, notes that when he

and classmate Juan Mini were developing

their startup,, they received

invaluable advice from Haas adjunct

instructors. For example Mario Rosati, a

partner at Silicon Valley’s leading high-tech

law firm, Wilson Sonsini Goodrich & Rosati

taught new venture finance with Lester

Center Executive Director Jerry Engel.

“Mario Rosati met with us twice a month

and provided advice and contacts that were

instrumental toward our receiving financing

for,” says Kucirek.

Group Projects Develop

Team Players with

Global Awareness

Within the Haas School,

considerable learning

takes place during formal

and informal interactions

with classmates. The small

size of the program

encourages students to

learn from each other and

develops team players with

strong analytical and interpersonal

skills. A large percentage

of international

students provides exposure

to different cultures

and encourages global


Many students also bring

to Haas a dedication to

making a difference by

founding their own company,

effecting change in

an existing industry, or

working in a nonprofit. “A

number of my classmates

with entrepreneurial aspirations

have had a

tremendous impact on

me,” says Jennifer Ruzek,

MBA/MPH 02. “They’ve

given me the inspiration to think about

changing the health care system rather

than accepting it with its present faults. I

also feel in good company by the sheer

number of students who are involved in

socially responsible business.”


Cost Economics

What do investment in

Eastern Europe, deregulation

of the electric

utility industry, and

human resource management

in emerging

high-tech firms all have

in common? All three

are fields of inquiry where cuttingedge

research has been influenced

heavily by Haas professor Oliver

Williamson’s pioneering work on

transaction cost economics.

Over the past twenty years,

Williamson’s theory has played a

major role in the rejuvenation of

research in fields as diverse as international

finance, law, and sociology,

as well as the development of exciting

new cross-disciplinary research in

organizational theory, strategic management,

and political economy.

Transaction cost theory studies how

organizational forms influence economic

activity. For example, in the

area of antitrust law, legislators and

regulators cannot determine the optimal

size of companies in a particular

industry without understanding why

some firms use the open market to

secure needed production items,

while other firms find it more efficient

to produce such items in-house.

Likewise, in the area of political economy,

attempts to establish strong and

stable market economies in Eastern

Europe will not succeed without an

understanding of the range of supporting

institutions needed to facilitate

transactions, provide access to

capital, define and protect property

rights, and settle legal disputes.

Oliver Williamson (pictured here at

the 1995 conference held in honor of

the 20th anniversary of his classic

text, Markets and Hierarchies) is the

Edgar F. Kaiser Professor of Business

Administration at the Haas School.


Haas Faculty Serve in

Federal Government

Since 1898, Berkeley’s business

school faculty have played a strong

role in state and federal government

affairs. Faculty members who have

served in recent years include:

Severin Borenstein

Former staff economist,

Office of

Economic Analysis,

US Civil Aeronautics


Michael Katz

Deputy assistant

attorney general for

economic analysis,

Antitrust Division,

and former chief

economist at the

Federal Communications


David Levine

Former senior

economist at the

President’s Council of

Economic Advisers

Carl Shapiro

Former deputy

assistant attorney

general for economic

analysis, Antitrust


Jay Stowsky

Former senior

economist at the

President’s Council of

Economic Advisers

Laura Tyson

Former chair of the

President’s Council of

Economic Advisers,

then chair of the

National Economic


James Wilcox

Former economist for

the Federal Reserve

Board and former

chief economist at

the Office of the

Comptroller of


Janet Yellen

Former governor of

the Federal Reserve

Board, then chair of

the President’s

Council of Economic


Brooks Mendell, MBA 00, spent part of

his summer internship time as a consultant

for the Grameen Fund in

Bangladesh. “Grameen Fund is Grameen

Bank’s version of a socially responsible

Venture Capital Group,” he explains.

“Denise Yamamoto, Mariana Lopez-

Airaghi, and I evaluated the Grameen

Fund’s current operations and proposed a

new training program for current employees.

Grameen Fund is fairly small, and it is

still learning how to do VC work.”

Jinny Lee says she considered other

schools that also have strong team-based

cultures, “but none of them seemed to

have the sense of community that Haas

does. There are many excellent MBA programs

out there, but Haas seemed to have

the perfect blend for me – strong academic

program, opportunities to network with

the hottest companies, active student leadership,

and an intimate setting.”



Haas MBA students have the option to

earn certificates in one of five areas of

study: corporate environmental management,

entrepreneurship, global management,

health management, and management

of technology. These certificates are

granted upon the completion of a designated

number of courses and special projects.

They supplement the MBA degree

and do not require a separate application.

Detailed information about each certificate

program is available on the Haas web site.

Certificate in Corporate

Environmental Management

The Haas School offers a variety of courses

in environmental and social responsibility,

including two core courses – one on corporate

ethics and one on business and public

policy – as well as electives on corporate

environmental strategy, risk management,

and environmental law and policy.

Students who wish to specialize in this

area may earn a Certificate in Corporate

Environmental Management by completing

the Bren Program in Corporate

Environmental Management.

Participation in the program is available

to selected students from Haas and four

other business schools in the University of

California system (Davis, Irvine, UCLA,

and Riverside). Participants take one Haas

MBA course – Corporate Environmental

Strategy – in the spring of their first year.

During the second year, students and professors

from all five schools convene on

several extended weekends (Thursday

through Sunday) at UC Santa Barbara’s

Bren School of Environmental Science

and Management for four additional core

courses and two electives.

Certificate in Entrepreneurship

Entrepreneurial ventures require the application

of knowledge from a variety of disciplines.

The Haas School’s proximity to

Silicon Valley allows for a host of exciting

internship and extracurricular opportunities

relating to venture creation, venture

funding, and high-tech innovation.

The Certificate in Entrepreneurship integrates

classroom and extracurricular activities

in different specialties. Students complete

three entrepreneurship courses and

Teaming Up to Teach

Hot Electives

At Haas, faculty often team up with

practitioners to teach courses on a

current topics. For example, Florian

Zettelmeyer, assistant professor

(left), and Peter Sealey, adjunct

professor and co-director of the

Center for Marketing and

Technology (right), team-teach

a course on the impact of the

Internet on marketing strategy.


MBA’s at Berkeley,

Michigan, and Darden

Are E-Linked

In the first such partnership of its kind,

the Haas School, the University of

Michigan Business School, and the

Darden School at the University of

Virginia use innovative distance learning

technologies to offer e-business

classes to each others’ MBA students

last year. The initial courses included:

• Michigan’s “Implementing

E- Business” course about the

intersection between “E” technologies

and business administration.

Haas’s “e-Finance” course on the

chain of financial events that bring

a firm from idea to public company

and the transformation of financial


• Darden’s course “The Transformational

Effects of e-Business” about the longterm

effects that information technology

and the Internet are having on


gain field experience through an internship

with a local entrepreneurial operation.

They also complete a project that integrates

financial planning, marketing,

accounting, and organizational skills in a

marketing or business plan for a venture of

their own design.

Entrepreneurship Certificate



• Entrepreneurship

• Seminar in Entrepreneurship or

Workshop in Entrepreneurship

• New Venture Finance

Field Experience

• Internship in an entrepreneurial venture or business

that works directly with such ventures or current

or previous entrepreneurial work experience

New Venture Development Exercise

• Further development of a project undertaken in

the Entrepreneurship class or Development effort

undertaken in the Workshop in Entrepreneurship

Certificate in Global Management

Technological advances make the world an

increasingly global marketplace. Earning a

Certificate in Global Management allows

students to demonstrate proficiency and

experience in the theory and application

of global business and management principles.

Requirements for the certificate fall

into three areas: overseas experience,

courses with international content, and

language requirement.

Language proficiency may be acquired

while at Berkeley or may have been

acquired prior to enrollment. Experience

abroad may take the form of prior experience,

a semester exchange or summer

internship, or participation in the

International Business Development program.

International courses may be selected

from a list of approved courses.

Participation in an approved international

study trip may also count towards course


Global Management Certificate


International Courses (at least eight units)

• Comparative and International BPP: Europe

and Asia

• Cross-Cultural Management Issues

• European Financial Markets

• Global Marketing Strategy

• Global Strategy and the Multinational Enterprise

• Global Supply Chain Management

• International Business Development (unless used

to satisfy overseas experience requirement)

• International Finance

• International Tax Strategies

• International Trade

• International Trade and Competition in

High Technology

• National Policymaking and the

International Economy

• Approved student-run courses with international

focus (such as Doing Business in China)

• Other approved electives

• International Study Trip with approved itinerary

(such as the Pacific Rim Trip)

Language Requirement (one of the following)

• Fluency equivalent: non English language degree

or certification exam

• Language study through the fourth-semester

course at UC Berkeley

• Transcript showing equivalent university-level

language studies

Overseas Experience (one of the following)

• Semester Study Abroad (see International

Exchange Programs)

• Summer Internship Abroad

• International Business Development course

• International student enrolled at Haas

• Significant (1 year minimum) professional

experience overseas

• Approved independent study with overseas

field work.

of Ideas

The Power

From left to right:

Haas faculty Franco

Wong, Brett Trueman

and Xiao-Jun Zhang

Evaluating Internet Stocks

The turmoil of Internet stocks over the

past 2-3 years has given ample inspiration

to three Haas accounting professors, Brett

Trueman, M.H. Franco Wong, and Xiao-

Jun Zhang. They have studied closely the

movement of Internet stocks and contributed

significantly to the industry’s

understanding of their volatility.

For example, the team investigated how

Internet stocks could soar while their

companies were operating deeply in the

red. They found that investors and analysts

were most influenced by a company's

gross profits and the activity level on

its web site when determining the value

of its stock. Bottom-line net income

played little or no role in the valuation of

Internet stocks.

The team also discovered that, on average,

Internet stock prices rose in the days

before earnings announcements and fell

after the announcements whether the

companies announced positive earnings

or losses. Their data suggested that small

investors were buying just before Internet

firms’ earnings announcements in the

hopes of good news, which would drive

the prices up only to plummet when the

when disappointed investors sold their

newly acquired shares. Eventually

these stocks returned to their previous



Exchange Programs

Nothing compares to the experience of

attending university and getting to know

students in another country for an entire

semester. Haas MBA students may

embark on an international exchange

program in the fall semester of their second

year. They pay the normal Haas fees

and may earn up to 12 units toward their

MBA degree while abroad. International

exchange programs are offered in the following


London Business School (LBS),

London, England

L’Ecole Des Hautes Etudes Commerciales

(HEC), Jouy-en-Josas, France

Instituto des Estudios Superiores de la

Empresa (IESE), Barcelona, Spain

Rotterdam School of Management

(RSM), Rotterdam, The Netherlands

Scuola di Direzione Aziendale (SDA),

Bocconi, Milan, Italy

The Hong Kong University of Science

and Technology (HKUST), Hong Kong


Jon Altschuler, MBA 01

Previous degree:

BA, History/Psychology,

Southern Methodist


Previous job (prior to Haas):

Marketing Representative,

Trammell Crow Company,

Dallas, TX

At Haas:

President, Berkeley

Real Estate Club

Summer internship:

Summer Associate, Goldman,

Sachs & Co., New York, NY

“I selected Haas because I wanted a general

management degree, a taste of Silicon Valley,

and the opportunity to study in the nation’s

finest real estate program.”

Jon Altschuler, MBA 01


Certificate in Health Management

Capitalizing on its location in one of the

world’s most dynamic health care marketplaces

and its proximity to the Bay Area and

Silicon Valley biotechnology and Internet

industries, the Haas School provides access

to a range of courses in health management

and collaborates with companies that offer

internships, consulting engagements, current

real-world case studies, guest speakers,

and career opportunities.

The Certificate in Health Management supplements

the standard MBA curriculum with

courses on health care organization, finance,

and strategic planning. The certificate program

is designed to prepare students to take

business leadership roles in the health services

and health technology industries.

Health Management Certificate Requirements

Core Courses

• The Health Care System

• Health Care Finance

• Strategic Management of Health Care (required

Haas School of Business core course)

Elective Courses (select one)

• Biotechnology Seminar

• Cost-Effectiveness Analysis in Health

and Medicine

• Current Issues in Public Health Ethics:

Research and Practice

• Economics of the Public and Nonprofit Sectors

• E-Health Seminar

• Health Care Organizations and Environments

• Health Economics

• Health Politics and Policy

• International Health Economics

• Legal Basis for Public Health

• Marketing and Fundraising for Nonprofit

and Public Organizations

• Microeconomics of Health Care Policy

• Nonprofit Boards of Directors

• Nonprofit Management

Certificate in Management of Technology

Because technological issues are important

to all managers, the Haas School and UC

Berkeley’s College of Engineering jointly

offer the Management of Technology

(MOT) Certificate. MOT courses are

geared toward both technically and nontechnically

trained students; business and

engineering students share the classroom

to learn from each other.

The Certificate in Management of

Technology requires completion of two

core and two elective courses. Students can

elect a broad overview of technology management

or specialize in a particular field.

For example, students may work with their

engineering counterparts to design and

develop prototype products in Managing

New Product Development Processes, write

business plans developing ideas of their

choice in Students in Entrepreneurship, or

examine the marketing strategies of local

high-tech companies in High Technology

Marketing Management.

Management of Technology Certificate


Core Courses (select two)

• Introduction to Management of Technology

• Marketing for High Tech Entrepreneurs

• High Technology Marketing

• Internet Strategy

• High-Tech Product Design and Rapid


• Managing New Product Development

• Managing Innovation and Change

• International Trade and Competition in

High Technology

• Strategic Computing and Communications


Related Courses (select two)

• Telecommunications and E-Business

• Project Management Case Studies: Rescuing

Mismanaged Systems Implementations

• Entrepreneurship

• Opportunity Recognition:Technology and

Entrepreneurship in Silicon Valley

• Economics and Dynamics of Production

• Analysis and Design of Databases

• Economics of Information

• Decisions, Games and Strategies

• Data Management

• Organizational and Managerial Issues in IT

• Corporate Environmental Management

• Design as Strategic Management Issue

• Global Supply Chain Management

• Strategic Information Management

• Engineering and Construction Project Control

• Project Risk Management

• Business Fundamentals for Engineers

• Advanced Construction Cost Estimating Analysis

• Strategic Issues of the Engineering

Construction Industry

• Facilities Design and Logistics

• High Tech Building and Industrial Construction

• Advanced Construction Engineering

• Process Planning and Scheduling

• Precision Manufacturing

• Advanced Manufacturing Processes

• Computer-based Communications

Systems & Networks

• Advanced IC Processing and Layout

As the co-presidents of Net Impact,

Adam Berman and Lynelle Preston,

both MBA 01, helped shape the Socially

Responsible Business program at Haas.

Socially Responsible Business

Addressing the relationship of business

to its environment has been a

distinguishing characteristic of the

research and teaching at the UC

Berkeley business school since its

founding more than 100 years ago.

In the 21st century, the Haas

School’s long tradition of exploring

the ethical and social responsibilities

of business is now represented in a

robust series of special programs,

activities and events, research, and

courses. The range of topics extends

from ethics and corporate social

responsibility to nonprofit/public

management and environmental


All Haas MBA students are exposed

to the critically important areas of

ethics and business and public policy

in the core curriculum. Additional

concentrated study is available in

elective courses and certificate programs,

as well as through extracurricular

opportunities that offer active

involvement in the issues of socially

responsible enterprises.

Among the offerings and activities:

Sampling of MBA Courses:

• Managing Business Ethics in the

Global Economy (MBA Core)

• Business and Public Policy (MBA Core)

Corporate Social Responsibility

• Corporate Environmental Management

• Management in the Public and

Not-for-Profit Sectors

Certificate Programs:

• Corporate Environmental Management

• Health Management

Special Programs:

• Socially Responsible Business Leadership

• Nonprofit and Public Management

• Annual Peterson Lecture on

Business Ethics

• Annual Lecture on Philanthropy

in Business

• Annual Ethics Workshop

Student Activities:

• Education Club

• Health Care Club

• Net Impact Club (“committed to using

the power of business to create a

just world”)

• Nonprofit Management Club

• Redwoods Club

• Social Venture Business

Plan Competition

• Annual Earth Day Lecture


Special Programs

University of California Berkeley:

Advantages and Benefits

UC Berkeley is considered one of the top universities in the world in rank and reputation.

Haas MBA students have the unique opportunity to take up to six elective units at any of

Berkeley’s renowned graduate departments.

Academic Distinctions

• Ranked #1 nationally by number of graduate departments in the Top 10

(Berkeley has 35, Stanford 31, Harvard 26, Princeton 22, and MIT 20;

source: National Research Council)

• Tied with Yale in admitting the highest percentage of freshmen of any US

university that were in the top 10% of their high school class

• The leading institution in awarding doctoral degrees

to minorities and women

• 17 Nobel Prizes (including one at Haas School)

• 125 American Association for the Advancement of Science Awards

• 198 American Academy of Arts and Sciences Awards

• 127 Fulbright Scholars

• 147 Guggenheim Fellows

• 27 MacArthur Fellows

• 99 National Academy of Engineering Awards

• 124 National Academy of Sciences Awards

• 29 National Medal of Science Awards

• 5 Pulitzer Prizes

• 61 Sloan Fellows

• 9 Wolf Prizes

• 1 National Poet Laureate

Colleges and Schools

• Walter A. Haas School of Business

• College of Chemistry

• Graduate School of Education

• College of Engineering

• College of Environmental Design

School of Information Management and Systems

• Graduate School of Journalism

• Boalt Hall School of Law

• College of Letters and Science

• College of Natural Resources

School of Optometry

School of Public Health

• Richard & Rhoda Goldman School of Public Policy

School of Social Welfare

The late

John Harsanyi

(1920–2000), professor

emeritus at

Haas, received the

1994 Nobel Prize in

Economics for his

pioneering work in

game theory.

Founded in 1868

Flagship campus of the

University of California

31,277 students from

101 countries

22,678 undergraduates

8,599 graduate students

1,460 full-time faculty

300 degree programs

Over 336,000 alumni


Nonprofit and Public Management

Students interested in careers in community

and economic development, international

development, education, the environment,

the arts, social services, and government

may take additional coursework in the

Nonprofit and Public Management

Program. The program’s mission is to

enhance the managerial and entrepreneurial

capabilities of nonprofit and public organizations

by educating and training future

leaders. The program also prepares students

to work in businesses with links to nonprofit

and public organizations (for example,

municipal finance or nonprofit consulting)

or to serve on their boards.

The Haas School encourages students to

design their own academic programs in this

field. In addition to the course offerings in

marketing and fundraising, financial management,

and other strategic issues, such as

working with a board of directors, UC

Berkeley courses in city and regional planning,

education, law, natural resources, public

health, public policy, and social welfare

frequently augment students’ programs.

The Bay Area’s many innovative nonprofit

and public organizations provide a variety of

consulting and internship opportunities.

Real Estate

Ranked among the nation’s top ten, the

Real Estate Program combines analytic

tools with hands-on field experience and

prepares students for careers with real

estate investment trusts, operating companies,

developers, financial institutions, and

consulting companies. Students study patterns

of city growth and community development,

public controls over land use,

property law and valuation, and the functioning

of real estate property and financial

markets. The Haas School offers electives

in areas such as real estate finance, investment

analysis, housing and urban policy,

and creating a real estate e-business.

Courses, competitions, and summer internships

provide opportunities to interact with

industry leaders and with students in city

and regional planning and public policy.


Campus: 1,232 acres

Haas and Columbia

Offer Domestic

Exchange Program

The Haas School and Columbia Business

School offer an exchange program for

MBA students in the fall of their second

year. Haas exchange students have the

opportunity to take advantage of

Columbia’s proximity to Wall Street and

the media and entertainment industries in

New York, while Columbia students coming

to Haas gain exposure to Silicon Valley.

Up to three students from each school

may participate each year.

The Fisher Center for Real Estate and

Urban Economics (FCREUE) provides

opportunities for student projects on topics

such as national trends in the construction

industry, analysis of commercial real estate

markets, innovative approaches to affordable

housing, the changing nature of real

estate securitization, and the effects of building

codes on the supply and cost of housing.

Students conduct consulting projects for

local, national, and international firms.



The Haas School offers four concurrent

degree programs in areas of special interest

to business professionals. Earning a dual

degree offers Haas graduates new levels of

flexibility and proficiency for unique

career opportunities both in the United

States and abroad.

JD/MBA Program

The JD/MBA program provides students

with a solid foundation in law and management,

and the tools to allocate financial

and human resources effectively in the

domestic and international arenas.

Students who complete this four-year program

earn both an MBA and a JD degree

through the Boalt Hall School of Law at

UC Berkeley or through UC Hastings

College of the Law in San Francisco.

Typically, JD/MBA students spend their

first year in law school and their second in

business school. During their third and

fourth years, students take elective courses

in both schools.

MBA/MA Program in Asian Studies

The importance of the Pacific Rim has dramatically

increased opportunities for business

managers who are knowledgeable

about the Asia-Pacific region. Students in

the three-year MBA/MA program may

combine specializations in any of the MBA

fields of study with training in Asian politics,

economics, geography, arts, or anthropology.

The program is run in cooperation

with the Group in Asian Studies which

brings together Asian scholars from a

broad range of disciplines. The program is

best suited to those who are already familiar

with Asia and have studied an Asian language

for at least two years.

MBA/MPH Program in

Health Management

Responding to the needs and anticipated

changes in health care, the Haas School of

Business and the School of Public Health

at UC Berkeley work in partnership to

train leaders in health management.

During the 2.5-year MBA/MPH program,

students take courses in both schools, and

also complete a 3-month internship in a

health organization. Graduates of the program

are prepared for leadership roles in

the health industries including managed

care and insurance, consulting, health care

delivery, biotechnology, e-health, medical

devices, and pharmaceuticals.

MBA/MIAS Program in International

and Area Studies

Students may apply during their first year

in the MBA program for a concurrent

degree program in international and area

studies. The three-year MBA/MIAS program

allows business students to broaden

their knowledge of different regions or

countries by taking internationally oriented

topical, language, and area study courses

from departments and schools across the

university. Students may choose to focus on

either a topic or an area. Topics include

international or global issues such as international

trade and debt, investment strategy,

global communications, environmental

issues, or urban and regional development.

Areas include major countries such as

China, Japan, Russia, Germany, or Brazil,

and regions such as the Middle East,

Africa, or Southeast Asia.

As part of the joint MBA/MPH degree

program, Jennifer Ruzek and Nancy

Hoffacker, both 02, were summer interns

for KP Online at Kaiser Permanente

in Oakland, CA.

Preparing Leaders for

the Health Care Industry

The Haas School of Business and the

UC Berkeley School of Public Health

have teamed up to prepare the next

generation of management leaders in

the health care industry. Because of

its location in the Bay Area, the program

leverages California’s cuttingedge

managed care, Internet, and

biotechnology industries as laboratories

for education and research. The

program offers two separate degree


n A joint MBA/MPH (Masters in

Public Health) degree program,

lasting two and one-half years

(see p. 25)

n A Certificate in Health Management

within the two-year MBA program

(see p.23)

• Conducting Research:

The program is taught by leading

UC Berkeley academic researchers

from both the business and public

health schools, as well as prominent

industry practitioners. Faculty members

actively engage in applied

research that both broadens the

educational experience and

expands the state of knowledge

about how the health services system


Students in the program often work

with faculty on research projects.

Examples of current faculty

research include: physician group

practice solvency, hospital-physician

integration, expansion of health

insurance coverage, and financing

health care for the poor.

• Learning from Practitioners:

Partnerships with industry are an

essential aspect of the program.

Leaders in health management present

real-world cases in classes. The

program sponsors seminars and a

working paper series, holds an

annual conference for practitioners

and policy makers, and funds

applied research partnered with

local health-related businesses.

• Job Opportunities:

Graduates of the Health

Management Program typically

receive multiple jobs offers from

consulting firms, health insurance

plans, managed care organizations,

physician group practices, and

biotechnology and e-health firms.


In Brief

Haas International

Courses and Programs

International management issues are addressed

throughout the Haas MBA curriculum, as well as directly

in several core and elective courses. A sampling:

Macroeconomics in the Global Economy

Managing Business Ethics in the Global Economy

Global Marketing Strategy

The International Business Development Course

International Finance

Theory and Institutions of International Trade

International Trade and Competition in High Technology

Global Strategy and Multinational Enterprise

Special Degree and Program Options

Certificate in Global Management

MBA/MA In Asian Studies (joint degree program)

MBA/Masters of International Area Studies

(joint degree program)

International Student Exchange Programs

(fall semester of second year)

Ateam of Haas MBA

students traveled to

Egypt to develop a

privatization strategy

for a biotechnology

research organization. Another

team, with a major US telecommunications

company as a client, evaluated

the wireless communications market

in China. A third team went to Mexico

to write a business plan for a local

orphanage that hopes to become selfsustaining

selling goat milk and cheese.

events and initiatives, and research

centers that focus on the international

business environment.

Course content throughout the MBA

curriculum increasingly reflects this

international orientation. In their second

year, students may take a series of

international courses to obtain a

Certificate in Global Management.

Second-year students also have the

option of spending their fall semester

on exchange programs with leading

business schools in Europe or Asia.

Two joint degree options also allow

MBA students to deepen their understanding

of international business

management: the three-year

joint/dual Master’s degree program in

Student Clubs and Events

Asian Business Symposium

European Business Club

Latin American Business Club

Pacific Rim Club

South Asia Club

Annual Pacific Rim Trip and South America Study Tours

(taken during winter break)

International Consumption Functions

Foreign exchange simulation games

Career fairs with international focus


The Haas School and other departments at

UC Berkeley support research in international

topics within and across disciplines.

Clausen Center for International Business and Policy

Sponsors research and events with an international

emphasis for the greater Haas community.

Organized in 1995 with endowment from

A.W. “Tom” Clausen, former BankAmerica CEO

and former president of the World Bank

Distinguished Global Visiting

Professor for 1999/2000

Richard Portes, professor of economics,

London Business School

Three Haas IBD

students were

featured on the

cover of Forbes in

May 1998 as part

of an article on

how real-world

consulting projects

give MBA

students a competitive

edge in

their job search.

Global Management at Haas

A total of 17 teams were part of the

Haas School’s widely acclaimed

International Business Development

(IBD) program in 2001 – now in its

11th year. IBD sends dozens of students

around the world to consult for

a variety of organizations each year.

Clients range from large multinationals

to entrepreneurial


International consulting

projects are just one of

the global learning

experiences available to

Haas MBA students.

As business has gone

increasingly global, so

too has the Haas MBA

Program. And with the

advent of new technology

and the Internet, in

which web customers

can be in any country

and time zone, the need

to think and compete

globally has become an

imperative. To prepare

students to be globallyoriented

business leaders,

the Haas School

provides a variety of

courses, special programs,

exchange opportunities,

clubs, cultural

Number of MBA students in

2001 assigned to international

(IBD) consulting projects: 64

Number of country destinations

for IBD consulting projects

in 2001: 17

Number of MBA students on

2001 Pacific Rim Study Tour:


Countries visited on

Pacific Rim Study Tour: 3

(China, Korea, Indonesia)

Number of MBA students

on 2001 South America

Study Tour:34

Countries visited on South

America Study Tour: 2

(Argentina, Brazil)

Percentage of international

students in the Class of 2002:


business and Asian Studies, and the

three-year joint/dual Master’s degree

in business and

International Area


Haas School faculty

members also conduct

research that is international

in focus. Leading

this effort is the Clausen

Center for International

Business and Policy,

which supports a host of

research-related activities

for the greater Haas

community. A new program

is the

Distinguished Global

Visiting Professorship,

which invites renowned

international scholars to

conduct research and

teach at the Haas

School. The first visiting

scholar in this program

was Richard Portes, professor

of economics at

the London Business



Number of countries represented

in the Class of 2002: 30

International Business Development Projects

Every year, dozens of Haas students, in teams of 3–4, travel the world on

International Business Development assignments. Recent projects include:

The international emphasis of Haas

takes many interesting forms. For


First and second-year students embark

every winter break on a two-week study

trip to view first-hand the businesses

and economies of Asian countries.

Over 20 Haas MBA students went to

China, Korea, and Indonesia in 2001

for the annual trip, organized by the

student-run Pacific Rim Club. Fortune

Asia has cited the trip as one of many

internationally oriented strengths of

the Haas program. Another 34 students

took a study tour organized by

the Latin America Club trip to

Argentina and Brazil.


ABSP/AGERI Egypt Privatization Strategy

Ashesi Foundation Ghana Corporate Relations Strategy

CNK Telecom China Wireless Market Analysis

Ford Motor Co. Thailand Increasing Supply Chain Efficiencies

Grameen Bank Bangladesh Business Plan for Wireless Village Phones

Hammond Ranch Zimbabwe Local Development Initiative

Hewlett Packard Senegal Internet Market Potential Assessment Switzerland Incubator Market Analysis

IPODERAC Orphanage Mexico Business Plan Development

LINCOS Costa Rica/Thailand Internet Market Potential Assessment

Lucent Technologies China Market Entry Strategy Portugal, Spain, France Marketing Survey

The World Is the Classroom

The International Business

Development program provides a cutting-edge

global experience, backed

by classroom learning at Haas. During

the spring semester, the student teams

prepare for their assignments and

work closely with their clients, developing

detailed work plans. They also

work with mentors assigned to them

by Accenture. The teams present

their final recommendations, based

on their in-country research, to their

clients in June and do follow-up

research in the fall semester. Teams

in 2001 worked on-site in Bangladesh,

China, Costa Rica, Egypt, France,

Ghana, Mexico, Portugal, Senegal,

Spain, Switzerland, Taiwan, Thailand,

and Ukraine.

And in 2002, Haas will host again a

major Asian business symposium, providing

students with the opportunity

to interact with global business leaders

and top scholars in the field.

The international emphasis of the

Haas School is also an integral part of

its culture. Not only have the vast

majority of Haas students lived, studied

or worked abroad, over 30% of

Haas MBA students come from more

than 30 countries outside the United

States. Many faculty, too, are either

originally from other countries, or

have extensive international experience

and contacts. The impact of this

international diversity on the MBA

Program is enormous, adding varied

perspectives to classroom discussions

and enriching cultural dimensions to

team projects and everyday interactions.

This aspect of Haas influences extracurricular

life, as well. Several studentrun

clubs have a focus on a particular

international interest, such as the

China Business Club and the Latin

American Club. The entire school

enjoys the colorful International MBA

Consumption Functions, which are

social gatherings that feature food,

drink, music, and sometimes dance of

a particular country or region. In

addition, Haas alumni can be found

living and working throughout the

world. They participate in the Haas

Alumni Network through

Haas/Berkeley alumni chapters located

in many international cities.

International Core

Courses and Electives

Taught in Harmony

How should the CFO of a multinational

respond to exchange rate changes or

speculative attacks on a currency? How

should a hedge-fund manager

respond? To answer these questions,

Haas MBA students

have the

option to add the

global macroeconomics


of Professor Andy

Rose’s core

course with an in-depth analysis of

international finance in Professor

Richard Lyons’ elective course. Rose

(left) and Lyons (below) decided to

structure their two courses in such a

way that students could apply the tools

learned in the Global Macroeconomics

core course directly to the issues discussed

in the International Finance

elective. As a result, students gain a

much deeper understanding of the

macroeconomic principles playing out

in the international arena.

For example,

Global Macro

introduces the

determination of

interest rates

and exchange

rates – bedrock

concepts in international finance.

Global Macro also introduces the concept

of speculative attacks on currencies

and why they occur. The international

finance course builds on these

concepts by considering the perspective

of financial-market participants.

“To learn how to respond to these market

changes,” says Lyons, “there is just

no getting around a firm understanding

of the underlying economic forces

at work.”


Irena Zakrajsek, MBA 02

Previous Degrees:

BA, Biochemistry, Molecular

Biology, University of

California, Santa Cruz

MS, Developmental Biology,

Stanford University

Previous job (prior to Haas):

Associate Research Scientist,


South San Francisco, CA

Activities at Haas:

Biotech Club, Women In


Summer Internship:

Marketing Research, Bristol-

Myers Squibb

Princeton, NJ

Shanon Loftus, MBA/MPH 01

Previous Degrees:

BS, Business Administration,

Wellesley College

Previous job (prior to Haas):

Medical Economics Data

Analyst, United Behavioral


San Francisco, CA

Activities at Haas:

HealthCare@Haas, Net

Impact, Women In Leadership

Summer Internship:

Marketing Associate, Bristol

Myers Squibb

Plainsboro, NJ

Michelle Walker, MBA 02

Previous Degrees:

BA, Political Science,

University of Pennsylvania

Previous job (prior to Haas):

Associate Director,

Recruiting, The Advisory

Board Company

Washington, DC

Activities at Haas:

Marketing Club

Black Business Students

Association (BBSA)

Young Entrepreneurs at Haas


Summer Internship:

Marketing Intern,

JP Morgan Chase

New York, NY

One of my most enjoyable experiences at Haas

was the opportunity to mentor a high school

student and help her develop her business plan. It

was fun and a great learning experience

for both of us.”

Michelle Walker, MBA 02, mentor with Young Entrepreneurs at Haas


The Haas Community

A business school is fundamentally

about people and the kind

of community they form. At the

Haas School, people have created a fascinating,

vibrant community marked by a

nonstop schedule of activities developed by

and for students. The reason for this has to

do with the personalities

of Haas MBA students


As one of the smallest of

the nation’s leading MBA

programs, Haas attracts

students who take an

active approach to their

studies. Haas students

speak of a “welcoming

atmosphere” that encourages


“Having no academic

background in business,

I was worried about my

ability to cope in the core

classes,” says Heidi

Gilman, MBA 01. “My

classmates have been tremendously generous

with their help and support.”

As a complement to their coursework, students

get involved in clubs, community service,

and Haas student government. They

organize major conferences on technology,

international issues, and women in leadership,

put together panels of executives on a

variety of topics, and assemble ski trips to

the nearby Sierra Nevada mountains.

Students take advantage of the university’s

wide range of public lectures, exhibitions,

concerts, and conferences. The regular late

Friday afternoon Consumption Functions

bring together the whole school for end-ofthe-week


Active, Involved, Creative, Friendly,

and Always on the Move

Living in


Surrounding the

university campus

is the city of

Berkeley, with a

multitude of coffee


micro breweries,


theaters, restaurants, and some of the

best bookstores in the world. Berkeley

is home to the world-famous Chez

Panisse restaurant, where California

cuisine was born. Students hold weekly

social gatherings at a Bar of the Week in

Berkeley or San Francisco, and take frequent

weekend trips to nearby Napa

Valley, Santa Cruz, Lake Tahoe, and

Yosemite National Park.

“The program’s emphasis on teamwork has

allowed me to work with many incredible

people on projects both in and out of the

classroom,” says Denise Yamamoto, MBA

00. “The Social Venture Business Plan

Competition was a great opportunity for

the organizing committee to realize the

power of the team.

Together, along with

many other people, we

were able to pull together

a competition that

attracted many innovative

business ideas from

across the country, each

of which had a compelling

social mission.”

Students at Haas also get

involved to make a difference.

Almost the entire

MBA class participates

during the year in one of

the many fun events – talent

shows, charity auctions,

and sports competitions

– that help support the Special

Olympics. Some Haas MBAs volunteer as

mentors for disadvantaged high school students,

helping them to get excited about a

career in business and to aim toward a university


A few years ago, Haas MBA students themselves

developed what they call the Haas

Credo. It is centered on “active engagement

in the Haas community” and embracing

the “role of a future business and community

leader.” Juan Scarlett, MBA 01,

sums up these ideals when he says that his

involvement with Challenge for Charity

and Young Entrepreneurs at Haas have

“greatly enhanced” his learning experi-

MBA Student Groups

Student groups are an important part of

the Haas experience, allowing MBA students

to gain experience and contacts

that will boost their future careers and

personal growth. Haas student organizations


Berkeley Real Estate Club

Black Business Students Association

Challenge for Charity

Consulting Club

Education Club

Emerging Markets Club

Entrepreneur’s Association

European Business Club

Finance Club

Haas Asia Business Conference

Haas Biotech Group

Haas Entertainment Management


Haas Partners Club

Haas Technology Club

Haas Student Ambassadors




Leading Edge Tech Conference

Investment Club

Latin American Business Club

Marketing Club

MBA Association (MBAA)

Net Impact

Non-Profit & Public Mgmt Club

Pacific Rim Club

Partners for Entrepreneurial Leadership



Social Venture Business Plan


South Asia Club

Soccer Club

UCB Business Plan Competition

Ultimate Club

Wine Industry Club

Women in Leadership

Young Entrepreneurs at Haas

Student Conference

Explores Business

Opportunities in Asia

Keynote speaker Ta-lin Hsu (above),

chairman of Hambrecht & Quist - Asia

Pacific (H&Q’s Asian venture arm), mingled

with students to answer questions

while others enjoyed mouth-watering

local Asian cuisine at this year’s Asia

Business Conference. Hsu was one of

two keynote speakers at the studentrun

conference, titled “Rising Asia: A

New Chapter of Opportunity,” where

business leaders from both sides of the

Pacific shared their nuggets of wisdom

from the frontlines of the high-tech

business in Asia.


Bonnie Miller, MBA 02

Previous Degrees:

BS, Chemistry, UC San Diego

Previous job (prior to Haas):

Analytical Chemist, US Navy

Environmental Chemistry


Naval Air Station, North

Island-Coronado, CA

Activities at Haas:

Co-Chair, Vice-president,

Women in Leadership



Haas Partners Club

Event chair, Orientation week

Summer Internship:

Human Resources Intern

Diversity Group, Genentech


South San Francisco

Dennis Cox, MBA 02

Previous Degrees:

BS, Mechanical Engineering,

University of California, Los


Previous job (prior to Haas):

Procurement Manager,

Qwest Communications

Denver, CO

Activities at Haas:

V.P. Communications, MBAA

Young Entrepreneurs at Haas

Haas Social Venture


“Leadership, teamwork, creativity, resourcefulness,

and embracing challenge – this is what my

Haas experience has been about.”

Bonnie Miller, MBA 02


ence. “I have become considerably more

involved in community activities, and I

have had the pleasure of helping young

teens develop their business ideas.”

Location, Location, Location:

Unbeatable Northern California

Few geographical areas in the world can

meet, let alone beat, the Haas School’s

central location in the San Francisco Bay

Area. The Haas community is, in turn,

profoundly shaped by it surroundings,

including the school’s magnificent facilities,

the campus and the city of Berkeley,

and Northern California.

The San Francisco Bay Area is perennially

designated the world’s

most popular tourist destination

– and for good reasons.

There is the area’s

stunning natural beauty,

its seductively benign

weather, and its atmosphere

charged with a

worldly sophistication and

a distinctive openness to

new ways of thinking.

There is also so much to

see, and so much to do.

No matter where they are

from, Haas MBA students

quickly adapt to the prevailing

culture of

California – work hard

and play hard.

Haas culture is enhanced

by the school’s complex

of three interconnected

buildings arranged

around an outdoor courtyard. Completed

in 1995, the building was the last project of

the celebrated American architect Charles

Moore, whose design pays homage to

Berkeley’s past architectural styles, such as

California Craftsman. The effect, as New

York Times architecture critic Paul

Goldberger wrote, is “friendly, welcoming,

connected to Berkeley’s past and yet with a

sharpness and crispness that mark it

absolutely as being of this moment.”

The Berkeley campus is perched on a hillside;

its upper reaches are devoted to a vast

Consumption Functions

Every other Friday afternoon, student

groups take turns sponsoring social

gatherings for the Haas community,

providing an informal opportunity for

students, faculty, and staff to get to

know each other.

nature preserve – excellent for a run or a

contemplative walk with postcard views of

San Francisco, the Golden Gate Bridge,

and the Pacific Ocean beyond.

Surrounding the campus is the city of

Berkeley, the quintessential university town,

and a legendary one. With its multitude of

coffee houses, shops, churches, theaters,

world-famous gourmet restaurants, charming

neighborhoods, beautiful gardens, and

some of the best bookstores anywhere,

Berkeley is cosmopolitan, funky, friendly,

relaxed, and always stimulating.

The city of San Francisco needs no introduction,

since nearly everyone on the planet

has either experienced its charms or

seen it in countless films and television

shows. Entertainment, culture,

night life, shopping,

sightseeing, architectural

gems – San Francisco is

the epitome of the worldclass

city blessed with the

best of everything.

Less than an hour north

of Berkeley is the alluring

wine country of Napa and

Sonoma counties. The

moody, breathtaking

Pacific Ocean compels a

visit to one of the many

open beaches or picturesque

seaside towns

dotting the coastline,

including Big Sur,

Carmel-by-the-Sea, and

Mendocino. The natural

beauty of Yosemite

National Park, with its

exquisite glacier-carved valley of towering

waterfalls and granite mountains, is only

three hours from the campus.

Jennifer Ruzek, MBA/MPH 02, says she

chose Haas not only because of its connections

to San Francisco and Silicon Valley

but because she wanted to be close to the

two things that she loves to do most: surf

and ski. “The waves at Ocean Beach are

only 30 minutes away, and the skiing at

Lake Tahoe is just a short trip from the

East Bay.”

Favorite Student


• Have lunch at the

Haas School’s FIFO Cafe

• Go for a swim at

Strawberry Canyon Pool

• Meet a study team at

Strada’s garden cafe

• Plan a fundraiser for Challenge

for Charity

• Socialize at Friday

Consumption Functions

• Eat brunch at Greens in

San Francisco

• Go bicycling in Tilden Park

• Hike on Mount Tamalpais

• Unwind with classmates at the

Bar of the Week

• Sunbathe at Stinson Beach

• Admire ancient redwood

trees at Muir Woods

• Shop at San Francisco Center

and Union Square

• Snow or water ski at

Lake Tahoe resorts

• Take parents to dinner at

Chez Panisse

• Order 2 for 1 drinks at Henry’s

Pub on Tuesdays

• Deliver Meals on

Wheels in the East Bay

• Listen to Friday night jazz

at Jupiter’s

• Organize a student conference

• Ride the roller coaster at the

Santa Cruz boardwalk

• Soak at a spa in Calistoga

• Taste wine in Napa Valley

• Start a new business

Young Entrepreneurs

at Haas (YEAH)

The Haas School’s Young

Entrepreneurs at Haas (YEAH) program

offers entrepreneurial training

for over 170 educationally disadvantaged

local teenagers each year. The

program begins with a two-week

summer business camp, followed by

Saturday sessions during the school

year with Haas MBA mentors. MBA

mentors help YEAH participants to

prepare business plans, which are

presented to a venture capital board

in the spring. Mentors also offer workshops

on applying to college and

improving study skills.


Katherine Cope, MBA 01

Previous Degrees:

BS, Economics, Wharton

School at the University of


Previous job (prior to Haas):

Sales Associate, Equity

Research Sales Group,

Schroder & Co.

New York, NY

Activities at Haas:

Vice President, Academic

Affairs, MBAA

Program Coordinator, Young

Entrepreneurs at Haas

GSI for Speech course

Summer Internship:

Consultant, Towers Perrin

San Francisco, CA

Steve Schultz, MBA 01

Previous Degrees:

BS, Economics, University of

California, Davis

Previous job (prior to Haas):

Associate, Putnam, Hayes &


Palo Alto, CA

Activities at Haas:

President, Haas Technology


Summer Internship:

Product Marketing Manager,


San Mateo, CA

Robert Weinberg, MBA 01

Previous Degrees:

BA, Religion, Tufts University

BA, Political Science, Tufts


Previous job (prior to Haas):

Associate, Fixed Income

Division, Donaldson, Luftkin &


New York and London

Activities at Haas:

Graduate Student Instructor

Participant, UC Berkeley

Business Plan Competition

Summer Internship:

Business Development

NBC Internet

San Francisco, CA


“The Haas School’s strong ties to technology and its

alumni presence in the Bay Area provide a

tremendous network of opportunity that I can

leverage throughout my career.”

Steve Schultz, MBA 01

After Haas

Haas MBAs are courted by the

world’s most selective firms. Toptier

investment banks, consulting companies,

technology firms, venture capitalists,

and global companies of all sizes hire Haas

interns and graduates. As technology continues

to transform business, Haas graduates

provide a consistent mastery of powerful

quantitative tools; an understanding of

the changing technological, global, and

human dimensions of the new economy;

and the skills and insights

to deal effectively with each

of them.

Today’s job market is changing.

As new roles and environments

emerge, the

opportunities to reinvent

one’s career increase dramatically.

Some Haas MBAs

seek more traditional positions

in firms while others

choose to pioneer new paths

in established firms or to

start a company on their

own. All graduates face a

variety of career choices.

The Chetkovich Career Center:

Assisting You with Your Future

Career development is a long-term activity

that combines an active interest in the

changing market with a steady dose of

introspection and analysis. Some students

have well defined goals when they arrive at

Haas, and others want to test the waters

using elective courses, club activities, and

summer internships. One of the many

roles of the Haas Career Center is to assist

each student in thinking about his or her

career, offering a structured approach to

tackling today’s market.

Opening Doors to Success in New and Traditional Job Markets

Students and Alumni

Network at the Circus

James Leonard, MBA 01, Keval Desai,

MBA 99, Ajay Sreekanth, MBA 01, and

Melissa Daniels, MBA 00, reconnected at

the Haas School's student and alumni

high-tech networking event at the prestigious

Menlo Circus Club in Atherton,

California. Keval Desai was one of the

original founders of the UC Berkeley

Business Plan Competition, which Sreekanth

and Daniels chaired in following years.

The primary vehicle is an innovative

Career Planning Curriculum, which integrates

personal education, career exploration,

and job preparation into the regular

MBA program. Guided by a simple

interactive framework, students learn to

define their individual interests and skills,

target and approach opportunities, and

market themselves intelligently, repeating

the process as often as necessary. Creating

a good fit is the primary goal.

The Haas Career Center

takes its advisory function


Counseling services are

offered at all stages of

the career planning

process. The career

advising staff consists of

professional counselors

and MBAs, career consultants,

and secondyear

career coaches who

together offer a broad

range of training and

business management

experience. They also

draw from a vast network of alumni to

assist with mock interviews, resume reviews,

and informal networking sessions.

The Recruiting Center is managed by

three senior-level account managers, each

with a different area of industry expertise.

Together with sophisticated software tools

and administrative support, they manage

thousands of on-campus interviews, hundreds

of relationships with companies, and

numerous career fairs and networking

receptions. They also monitor a web-based

job postings service that provides students

with hundreds of targeted job postings

each year.

MBA Class of 2001 –

Career Trends

Recent trends among Haas MBAs

have mirrored the changes in the marketplace.

Many Haas MBAs from the

Class of 2001 are choosing more traditional

careers. The most dramatic

increases are in the area of financial

services, while consulting continues

to be a top choice among graduates.

Technology remains a continued

favorite among a large set of students,

most of whom have elected to

begin their post-MBA careers in more

established technology companies.

Finance is the function of choice, followed

closely by consulting, while

many students continue to seek positions

marketing and general management/business

development. Much

like in years past, a strong group of

entrepreneurs emerged from this

class to start new ventures either on

their own or with teams formed

through one of the two business plan

competitions on campus.

For specific statistics and further

trends, please visit the Career Center

Placement Report online: www.haas.

MBA Class of 2002 –

Summer Internship Trends

As in 2000, financial services is the

top industry among Haas MBA

interns, while the consulting and

technology industries prove to be

areas of ongoing interest. The number

of students with internships healthcare/biotech,

consumer products,

and venture capital has increased

this year over the last and new

opportunities continue to open up

to meet the changing needs of our

global economy.

The job market promises to be exciting

and challenging this year, and the

Career Center is prepared to guide

students through the process of managing

a successful career search and

fulfilling their career goals.

Alumni – Post-Graduation

Career Trends & Support

For many Haas students, the MBA job

search does not end with graduation.

Career development spans a lifetime

with the typical employee changing

jobs many times of the course of his

or her career. These changes require

careful planning, and the Haas Career

Center is an excellent resource during

these transitions.

Alumni career services include

one-on-one counseling, career

exploration workshops, and electronic

job postings. Haas graduates are

also encouraged to attend Alumni

Career Fairs and various networking

events throughout the year. For

more information on Alumni

Career Services, please visit:

www.haas.berkeley. edu/alumni.


Marcelo A. Vasquez, MBA 02

Previous Degrees:

BS, Industrial Engineer,

Universidad Catolica de Chile

Previous job (prior to Haas):

General Manager, Canal 13


Santiago, Chile


Santiago, Chile

Activities at Haas:

Vice-president, Technology,

MBA Association

Organizing Committee,

Leading Edge Conference

Mentor, Young Entrepreneurs

at Haas

Summer Internship:

Summer Associate, Business

Technology Office, McKinsey

& Company

Buenos Aires, Argentina

Teresa Hegdahl, MBA 02

Previous Degrees:

BA, Accounting, University of


Previous job (prior to Haas):

Senior Consultant, Arthur


Seattle, WA

Activities at Haas:

Vice President, Career Affairs,


Mentor, Young Entrepreneurs

at Haas

Summer Internship:

Summer Associate, Private

Client Services, Lehman


New York & San Francisco

Robyne Shirley Eldridge,

MBA 02

Previous Degrees:

BS, Business Administration,

University of the Pacific

Previous job (prior to Haas):

Associate Vice President,

E-Commerce, Citibank

Computer Bank


Student Loan Business

Stanford, CT

Activities at Haas:

Vice president, Marketing


Vice president, Leaders @


Co-Editor, Haasweek Online

Mentor, Young Entrepreneurs

at Haas

Chairperson, 2001 Women in

Leadership Conference Panel

Summer Internship:

Marketing Intern, Clorox

Oakland, CA

“The Career Coach Program, where second-years

volunteer to provide resume advice, practice interviews,

and general career strategies for specific industries,

made me much more prepared and realistic going into

the interview process.”

Teresa Hegdahl, MBA 02


Companies that Recruit at Haas

20th Century Fox

A.T. Kearney, Inc.


Acer Tech Ventures

Acumation, Inc.


Advent Software


Agilent Technologies, Inc.


Alexander Group, Inc.

Alza Corporation



AOL Time Warner


Applied Biosystems

Ariba, Inc.


Andersen Consulting—Strategy

Arthur D. Little, Inc.


AsiaTech Ventures Limited

Autodesk, Inc.

AXA Rosenberg Investment


Axys Pharmaceuticals, Inc.

Bain & Company

Bank of America


Bayer Biotech &


BEA Systems, Inc.

Bear, Stearns & Company, Inc.

Bechtel Enterprises

Bertelsmann, Inc.

Blue Martini

Blue Shield

Boston Consulting Group

Brandes Investment Partners


Bristol-Myers Squibb

Broadview International

Cambridge Associates

Cap Gemini Ernst & Young, LLP

Cap Gemini Ernst & Young


Career Opportunities


Charles Schwab & Company,


Chiron Corporation

Cisco Systems


Clorox Company

Commerce One Global


Compaq Computer



Cornerstone Research

Covad Communications

Credit Suisse Asset


Credit Suisse First Boston

CSC Consulting—Strategy


CSC Consulting—Healthcare


Cutler Group

Cyber Dialogue

Cypress Semiconductor


Dain Rauscher Wessels

Del Monte Foods

Deloitte & Touche

Deloitte Consulting

Denali National Park &


Deutsche Bank


Disneyland Resorts

Documentum, Inc.

Dreyer’s Grand Ice Cream

Electronic Arts

Electronics for Imaging, Inc.

Emerald Solutions

Endeavor Initiative, Inc.

Environmental Microbiology

Laboratory, Inc.


Epoch Partners


Ernest & Julio Gallo Winery




Fidelity Investments


Fireman’s Fund Insurance


First Consulting


Fluor Corporation

Ford Motor Company

Forrester Research

Franklin Templeton

Gap, Inc.

Gartner Group

GATX Capital Corporation

GE Capital Corporation

Gen3 Partners


General Electric

Government of Singapore



Global Crossing

Goldman, Sachs & Company

Guidant Corporation

Hamilton–HMC/Kurt Salmon &


Hammes Company

Harris Williams & Company


Hewlett-Packard Company

Houlihan Lokey Howard &


i2 Technologies






Informatica Corporation

Inktomi Corporation


Integral, Inc.

Intel Corporation

International Data Corporation



J.P. Morgan

Johnson & Johnson

Johnson & Johnson - Lifescan

Johnson & Johnson-


Kaiser Health Foundation

Kaiser Permanente & Online

KMV Corporation


Lam Research Corporation



Lazard Freres & Co, LLC

Lehman Brothers

LEK Consulting

Lend Lease Real Estate


Level 3 Communications

Levi Strauss & Company

Loudcloud, Inc.

Lowe Enterprises, Inc.


Lucas Learning, Ltd.

Lucent Technologies

Macromedia, Inc.



Mars & Company

McKenna Group

McKinsey & Company

Mellon Capital Management

Mercator Partners

Mercer Management


Merrill Lynch

Micron Technology

Microsoft Corporation

Momentum Securities

Monitor Company

Morgan Stanley

National MBA Source

National Park Service

Nature Conservancy

Nestle USA, Inc.


Netscape Communications

Niku Corporation

Nortel Networks


Pacific Gas & Electric


Palm, Inc.

Palo Alto Investors

PE Biosystems


Pittiglio, Rabin, Todd &


PricewaterhouseCoopers -

Financial Advisory


PricewaterhouseCoopers -

Management Consulting

Proctor & Gamble Healthcare

Prophet Brand Strategy

Providian Financial


Prudential Securities


RealNetworks, Inc.

Recourse Technologies

Robert Mondavi Winery

Robertson Stephens

Roche Bioscience &



Salomon Smith Barney

Samsung Group


SAP Markets

Sapient Corporation

SCA Consulting


A Sampling of Career Center

Services for Haas MBAs

Career Planning Curriculum

Self-Assessment & Career Strategy

Electronic Job Searches

Resume & Interview Coaching

Strategic Networking

Salary Negotiation

Recruiting Services

On-Campus Corporate Presentations

& Interviews

Career Fairs

Networking Receptions

Searchable Job Posting Database

One-on-One Counseling

Alumni Career Services

Post-Graduation Career Counseling

Local and Regional Job Search


Job Postings Service

Virtual Alumni Job Network

SCORE! Education Inc.

SG Cowen Securities



Shorenstein Company, LLP

Siebel Systems, Inc.

Sun Microsystems

Swander Pace

Texas Instruments


Thomas Weisel Partners, LLC


Towers Perrin

Tucker Anthony


U.S. Bancorp Piper Jaffray

UBS Warburg


Visa International

VMware, Inc.

W R Hambrecht & Company

Wasserstein Perella &


Wellmed, Inc.

Wells Fargo Bank



Wit SoundView

World Bank Group

World Resources Institute

Xilinx, Inc.




Zentropy Partners

ZS Associates


Haas School Alumni:

People in Your Haas Network

Scott Adams, MBA 86

Creator of Dilbert

Richard Blum, BS 58, MBA 59

Founder of the Himalaya Foundation

William F. Cronk III, BS 65

President, Dreyer's Grand Ice Cream

Mary Ann Cusenza, MBA 82

CFO of

Barbara Desoer, MBA 77

Executive Vice President, Global Marketing

and Brand Management, Bank of America

Stephanie DiMarco, BS 79

Founder and Chairman, Advent Software

Donald Fisher, BS 50

Founder and Chairman, The Gap

Paul Hazen

Former Chairman and CEO, Wells Fargo

Chairman of the Board, Accel KKR-Telecom

Robert A. Lutz, BS 61

Vice Chairman for Product Design,

General Motors

Jorge Montoya, MBA 71

President, Procter & Gamble, Latin America

Rodrigo Rato, MBA 74

Deputy Prime Minister and Minister of the

Economy, Spain

Thomas Schneider, MBA 62

Executive Vice President, Morgan Stanley Dean

Witter & Co.

Roger Siboni, BS 76

President and CEO,

Hirotaka Takeuchi, MBA 71, Ph.D. 77

Dean, Graduate School of International

Corporate Strategy, Hitotsubashi University,


A Sampling of Alumni Events

Hear faculty on current business topics at

May the Haas Faculty Alumni Colloquium.

Get the Business Forecast from leaders in

June business and industry. Attend Haas

International Welcome Parties for incoming MBA students,

held around the world.





Join fellow alumni at

Homecoming and Reunion


Attend a local chapter event in

Silicon Valley, New York, or


Enjoy the Big Game (Cal-

Stanford football game) BBQ

at the Haas School.



Seattle H



San Francisco H Sacramento


H H East Bay Utah

South Bay H

l Nevada


Los Angeles H H

San Diego H







“The benefits of a Haas

degree start on your first day

of school and continue long

after graduation,” says Tenny

Frost, the Haas School’s director of

alumni relations.

Professional support is only

one aspect of the Haas

Alumni Network, which

helps alumni establish a lifelong

relationship with each

other and with the Haas

School. Other facets of and

services for the network

include the Online

Community, e-mail listservs,

professional career counseling,

alumni events, and

opportunities to stay in

touch with professors and



Illinois l l

New England

Michigan H


Kansas City H New York City

Washington, DC








The Haas Alumni Network

The Haas School of

Business is named in

memory of Walter A.

Haas Sr., a 1910 graduate

of the school and

president of San

Francisco-based Levi

Strauss & Co from

1928 to 1955. The gift

naming the building

was donated by his

wife, Elise Stern Haas

(a great-niece of

founder Levi Strauss)

and three of his children.

The Haas family

still maintains control

of the firm today.








Thanks to Internet technology, the

Online Community is able to facilitate

making these connections and staying

in touch. The Online Community

offers current Haas students and alumni

an up-to-date, on-line

version of the alumni

directory, on-line job and

resume postings, lifelong

e-mail forwarding, message

boards on special

topics, and various career


An Alumni Network

Around the Globe




An expanding network of

21 regional chapters provides

a focal point for

Haas alumni scattered

across the globe. Many

existing chapters in the






United Kingdom l Germany

l France







Over 27,714 alumni worldwide, and growing

The Haas School Alumni Network is represented in

27 international and 22 US locations.











Beijing l









Hong Kong


l l





Building Lifelong Friendships and Professional Connections

Haas Alumni Network offer a creative

variety of social and professional

development opportunities for alumni

living or traveling in their areas.

Some chapter events provide the

opportunity to reconnect with Haas

professors. Other chapter events benefit

the community.

In an increasingly global economy,

many Haas alumni live or work

abroad. After Hazem Galal, MBA 95

and a native of Egypt, moved to

Brazil, he started building an alumni

network there with the help of six

recent Haas graduates based in Sao

Paulo. In Switzerland, Haas alumni

Urs Huber, MBA 93, and Patrick

Moeckli, MBA 97, have not only developed

a strong regional chapter but

are coordinating efforts to unite Haas

alumni across Europe.

“We realized that every year, Haas

produces a group of very unique

MBAs,” explains Moeckli. “Similar to

the relationship we developed with

our classmates, I am convinced it is

key to establish and maintain a particular

relationship with the other

Haas generations. After all, we have

so much in common.”

The Alumni Online

Community located

on the Haas Alumni

Network Web site


/alumni) offers a wide

array of free services

and resources to all

Haas alumni.


Arun Sarin recently joined the

board of directors and

became CEO for a new venture

launched by Accel

Partners and Kohlberg Kravis

Roberts & Co. (KKR). Accel-

KKR Telecom will focus on the

global investment and management

of assets in the

telecommunications business.

With offices in New York City,

Menlo Park, and London, the new company is leveraging

the joint human and financial resources of its two

parent firms to make equity investments in management

buyouts on behalf of itself and its investors.

Something of a legend at Haas, Sarin is also on the board

of directors for Vodafone AirTouch, The Gap, Charles

Schwab Corporation, Cisco Systems, Inc., the World

Affairs Council, the Asia Pacific Fund, and the Asia

Foundation, as well as serving on the Advisory Board of

the Haas School and Berkeley’s International House.

Having visited Berkeley in Spring 2001 to give a lecture

and lead classroom discussions as a Haas Alumni

Fellow, Sarin says that he continues to be impressed by

the world-class faculty, students, and curriculum at

Haas. “I found the experience invigorating. The discussions

were candid and spirited. I enjoyed condensing

years of experience into two one-hour sessions. It was

nostalgic as it reminded me of my student days 23

years ago.”

Arun Sarin, MBA 78


Accel-KKR Telecom

San Francisco



San Francisco Bay Area

•Population: 6,693,600

Major Cities (population):

• San Jose (909,100)

• San Francisco (790,500)

• Oakland (399,900)

• Fremont (203,600)

• Hayward (127,700)

• Berkeley (108,900)

• Santa Clara (102,700)

Local Attractions:

• Alcatraz

• Golden Gate Bridge

• Marin Headlands

• Muir Woods

• Stinson Beach

•Point Reyes National


• Monterey Bay Aquarium

• Santa Cruz Boardwalk

• Big Sur

• Hearst Castle

• Napa Valley Wine Country

• Gold Country

•Yosemite Park

• Lake Tahoe

San Francisco Highlights:

• Cable Cars

• Castro Street

• Chinatown

• Fisherman’s Wharf

• Golden Gate Park

• Haight-Ashbury

• Mission District

• North Beach/Little Italy

•Palace of Fine Arts

• San Francisco Museum of

Modern Art

• San Francisco Opera

• San Francisco Symphony

•Union Square

•Yerba Buena Center

for the Arts

“San Francisco is probably the most balanced city

in the US, with its amazing mix of outdoor life,

international influences, and cultural lifestyle.”

Joao Adao, MBA 99


Admission and



Our goal in the admissions process is to identify

and enroll 240 individuals who will enhance the

diversity of their class and contribute to the Haas

community. We welcome your application and

invite you to become better acquainted with us.

We have tried to design an application that provides

every opportunity for you to present a clear

sense of who you are, what you have experienced

and accomplished to date, and your goals

and motivation for a career in management.

We accept applications for entry in the fall

semester only. We do not require any particular

area of undergraduate preparation, but you must

hold a bachelor’s degree from an accredited college

or university. If you already have an MBA or

equivalent degree from another institution, you

should not apply, as university policy prohibits

awarding duplicate degrees.

Please read the following information on our

admissions process carefully. Although we welcome

your inquiries and appreciate your interest,

it is not always possible to respond to individual

questions regarding the application process that

are addressed in the application instructions.

Admission Criteria

We seek candidates who exhibit a high level of

intellectual performance; substantial professional

experience demonstrating potential for a career

in management; and personal qualities and

attributes suggesting leadership, maturity, ethical

character, social and civic responsibility, and goal

orientation. We urge you to view your application,

especially the essays, as an opportunity to

engage in a dialogue with us that will help us to

get to know you.

Academic Aptitude and Intellectual


Because your academic performance and ability

to contribute in classes and group projects are

very important, we review your previous academic

records closely. In this review we take into

account your choice of coursework and grading

options, the rigor of your undergraduate major,

the competitiveness of the academic institutions

you have attended, and your grade point average

(GPA). Although we do not employ minimum

requirements, a B (3.0) average is generally the

standard for serious consideration.

We strongly recommend completion within the

last 5 years of a college-level course in mathematics,

probability, or statistics with a grade of B

or better. Although not required, many students,

especially our liberal arts majors, tell us that prior

coursework in economics, finance, or accounting

is helpful in increasing their comfort level and

readiness for material presented in our first-year

core courses.

Proficiency in Computer

Spreadsheets and Mathematics

As an MBA student you are required to be familiar

with computers as a management tool.

Computer assignments, especially spreadsheet

applications, are an integral part of the coursework

in the program. Students must demonstrate

their proficiency in Microsoft Excel either

by taking a proficiency exam or enrolling in special

courses offered during the summer workshops

and the first three weeks of class. Our goal

is to have all entering MBA students familiar with

Excel by the third week of the fall semester so

faculty in the core courses may begin using applications

in their courses almost immediately.

Some of our students have had highly sophisticated

mathematics and engineering preparation,

while others have had a minimum of undergraduate

work in mathematics. However, experience

tells us that students must be comfortable using

quantitative concepts in order to complete core

courses without undue stress. You will be at a

serious disadvantage in your courses if you

cannot do the following:

• Solve word problems using algebra

• Understand financial notation

• Read and interpret graphs and tables

• Graph linear as well as nonlinear functions

• Calculate the slope of a linear and a

quadratic function

• Calculate the area under a line segment

• Identify maxima and minima of functions

from their graphs

• Solve a system of two linear equations

• Understand and use exponents and logarithms

• Understand the concepts of probability, conditional

probability, and a probability distribution

• Understand the difference between independent

and dependent probabilistic events

• Understand the concepts of a random variable

and the meaning of the expectation of a

random variable

If you are concerned about your mathematical

preparation, you should complete the Summer

Quantitative Methods Workshop in early August.

Professional Experience and

Managerial Potential

Within the Haas School, considerable learning

takes place during formal and informal interactions

with classmates. Professional work experience

provides common ground for the analysis

of relevant management issues in the classroom,

Three months prior to


Scott Galloway had

secured over

$100,000 in contracts for the fledgling

brand strategy company he co-founded,

Prophet Brand Strategy. Since then, Prophet

has become an international consulting business

to the Fortune 1000. Galloway was

named one of the one hundred Global

Leaders for Tomorrow in 1999 by the World

Economic Forum in Davos, Switzerland. He

is also the co-founder of Red Envelope, a

multi-channel retailer. “The difference

between Haas and other b-schools,” says

Galloway, “is that Haas is making a concerted

effort to graduate professionals who have

the skills to make an impact-and the support

doesn’t stop at graduation.”

Scott Galloway, MBA 92

Prophet Brand Strategy


San Francisco

as well as the assessment and refinement of personal

and professional goals. The quality and

value of the MBA program is immeasurably

enhanced by our students’ real-world understanding

of institutional interaction and the complexity

of the environments in which business


Although not a formal requirement, virtually all of

our students have two or more years of professional

work experience since the completion of

their bachelor’s degree. Recruiters tell us they

like to see candidates with at least three years of

experience. Our entering classes typically average

five years. We give no preference to any particular

type of job or industry. We are especially

interested in your account of the progression and

milestones of your career to date as well as your

supervisor’s assessment of your value as an

employee and your potential as a manager.

Applying to Haas

We begin reviewing all applications in November

and evaluate them on a continuous basis by

decision periods. Online applications must be

submitted no later than the deadline listed below.

Supplemental materials such as transcripts and

letters of recommendation must be postmarked

by this deadline.

Application Deadlines and Decision Period


Decision letter


mailed beginning:


postmarked by:

November 1, 2001 February 1, 2002

December 14, 2001 March 15, 2002

February 1, 2002 May 1, 2002

March 15, 2002 May 31, 2002

Red Envelope


San Francisco


2001-2002 MBA Forums

Haas MBA Admissions representatives will be

participating in various admissions events around

the world, including the MBA Forums listed below.

For information about these events, visit


October 4, 2001

New Connaught Rooms

Washington, DC

October 5, 2001

Hilton Washington & Towers


October 6, 2001

La Bourse de Paris

New York

October 8, 2001

Hilton New York


October 9, 2001

Crowne Plaza


October 10, 2001

Sheraton Boston Hotel


October 11, 2001

The Westin Palace


October 13, 2001

Hilton Hotel


October 15, 2001

Dorint Schweizerhof Hotel

Rio de Janeiro

October 15, 2001

Sofitel Rio Palace

Sao Paulo

October 16, 2001

Sheraton Mofarrej

Buenos Aires

October 18, 2001

Hotel Inter-Continental


October 20, 2001

Donald E. Stevens Convention Center


October 22, 2001


San Francisco

October 24, 2001

Bill Graham Civic Auditorium


October 24, 2001

Hotel Los Delfines


October 26, 2001

Hotel Tamanaco Inter-Continental

Los Angeles

October 27, 2001

Wilshire Grand Hotel

Mexico City

October 29, 2001

Presidente Inter-Continental


November 3, 2001

Great Wall Sheraton


November 6, 2001

Seoul Hilton


November 8, 2001

Hotel New Otani


Online Application

We strongly encourage you to apply online using

either the application linked to the Haas School

web site ( or the

application available at the web site

( The Haas School is not affiliated

with, which charges a $12 fee

for its online application service. Instructions for

online application will be provided online, either

through the application linked to the Haas

School web site or through the web

site. You may also apply to our program by printing

out a PDF version of the application from our

web site. If you are unable to access the PDF file,

contact our office and we will email it to you.

Graduate Management

Admissions Test (GMAT)

We require scores from the Graduate

Management Admissions Test (GMAT) taken

within the past five years (no older than October

1996). Although the GMAT is important in our

review, it is rarely decisive in an admissions decision.

We do not set minimum scores for the

GMAT, but consider them in conjunction with our

review of your academic records. What we are

looking for in this component of our review is

proven ability to succeed in our more rigorous

and analytical courses.

Letters of Recommendation

Give careful thought to selecting who will furnish

the two letters of recommendation we require.

We prefer that at least one letter comes from a

current employer. Select individuals with whom

you have had considerable professional interaction,

preferably your supervisor or a major client.

The title or status of those you select is not

important. What does matter is how closely your

letter writers have worked with you and whether

they can attest to your value as an employee,

your professional accomplishments, and your

personal qualities and interpersonal skills in an

organizational context. For this reason, we discourage

academic references and accept them

only from applicants completing their undergraduate

degree at the time of application. Letters of

recommendation from co-workers or personal

and family friends are inappropriate and can be

detrimental to the review of your application.

Please do not request more than two letters.

Underrepresented Students

The University of California provides a culturally

rich and ethnically diverse environment. The

Haas School actively seeks a student body with a

broad set of interests, backgrounds, experiences,

and perspectives. Such diversity is essential to

training and developing business leaders who

can manage effectively in a rapidly changing

business environment.

Personal Interviews

The Admissions Committee conducts interviews

of applicants by invitation only, and we ask that

you please refrain from contacting us to request

an interview. Receiving an invitation to interview

should be taken as a sign of interest on the part

of the Admissions Committee. However, many

applicants will be admitted without an interview.

Deferred Admission

We urge you to apply for admission in the year in

which you plan to enroll. Only in exceptional circumstances

will we consider requests for

deferred admission.


All admissions decisions are final and there is no

appeal process. Unsuccessful applicants may call

the admissions office during June, July, and

August to schedule a 15-minute telephone

appointment with a member of the admissions

committee for feedback on their application. At

no other time of year will we be able to respond

to such requests for feedback.

Summer Quantitative Methods and

Communications Workshops

The summer workshops are designed to facilitate

the first year of study by providing an intensive

review of subjects critical to your best performance

in the program. At the discretion of the

MBA program director, participation in one or

both of the summer workshops may be required.

The Quantitative Methods Workshop reviews

and extends concepts drawn from mathematics,

probability, and statistics along with their business

applications. Quantitative classes are lecture-oriented,

supplemented with homework and

problem discussions.

The Communications Workshop refines written

and oral communication skills. Communications

classes are generally oriented toward class discussions

interspersed with lectures.

The workshops usually begin in the first week

of August. We mail additional information and

enrollment forms to admitted students in the

spring as part of the orientation and registration


Applying Under Special


Previous and Current Berkeley

Graduate Students

If you have ever registered as a graduate student

at Berkeley (Boalt law students included), you

need to complete additional forms and submit

them along with your MBA application materials.

Currently registered and former Berkeley graduate

students complete a Petition for Change of

College, School, or Major. No fee is required for

this petition if there has been no break in your

egistration (except summers). Former Berkeley

graduate students also complete an Application

for Readmission. The Graduate Division assesses

a $40 fee for processing this petition in lieu of

the application fee. These forms are available

from the petitions desk in the degrees unit of the

Graduate Division at 302 Sproul Hall.

Consortium for Graduate Study

in Management

In 1993, Haas joined the Consortium for

Graduate Study in Management (CGSM), an 14-

university alliance that promotes management

education and career opportunities for minority

students. The consortium provides fellowship

support to African Americans, Hispanic

Americans, and Native Americans enrolling in

MBA programs at member institutions. Minority

applicants accepted by the consortium and

admitted to the Haas MBA program may qualify

for a consortium fellowship. These fellowships

cover tuition and fees for two years of full-time

MBA study. Consortium fellowships are restricted

to US citizens.

If you apply to Berkeley through the consortium,

you must complete two applications. In addition

to the consortium’s application and application

fee, you will need to submit a Berkeley application

and fee no later than December 14, 2001.

Please send the consortium application to

CGSM, and send the Berkeley application to the

Haas School’s MBA Admissions office.

International Applicants

You are considered an international applicant if,

at the time you apply, you are not a United States

citizen or permanent resident. We urge applicants

from outside the United States to submit

their application materials early and to take the

GMAT by October 2001, but no later than the

application deadline by which you are applying.

The Test of English as a Foreign Language

(TOEFL) should also be taken as early as possible

and no later than the application deadline

by which you are applying. TOEFL scores are

valid for two years and should not be older than

June 2000.

As an international applicant you should be

aware that you are not eligible for financial aid

and should be prepared to provide your own

financial support, especially for the first year of

study. After you are established and have performed

well in the program, you may apply for a

teaching or research assistantship in your second

year of study. Grants-in-aid and fellowships

are extremely limited.

JD/MBA Program Admission

Candidates for the JD/MBA program complete

separate applications and must be accepted by

both the business and law schools. If you are

already enrolled in your first year of law school at

Boalt or Hastings, you may apply to begin the

JD/MBA program in your second year.

Applications for the concurrent program are

rarely successful if you have completed more

than one year of law school because of the difficulties

of fulfilling concurrent degree requirements

in only two years. Once admitted to the

Haas School, you should specify whether you

intend to enroll in the business school for the fall

term or defer your business coursework for one

year. If you decide to defer your business coursework,

your admission for the subsequent fall is

guaranteed; however, you will need to claim your

place in the next year’s MBA class by filling out

the appropriate forms during your first year of

law school.

MBA/MA Program in

Asian Studies Admission

Admission to the MBA/MA program requires a

bachelor’s degree and at least one year of a relevant

Asian language, with preference given to

those applicants with two or more years of language

training or acquired fluency. All applicants

are required to take the GMAT and GRE early

enough that scores will reach Asian Studies by

January 10. International applicants must also

submit TOEFL scores by this date. Those from

countries where English is the official language

or who have attended an institution of higher

learning in such a country for one year or more

are exempted from taking the TOEFL.

Use the Haas School MBA application, and tell

us in your essay why the concurrent program is

relevant to your career plans. Both programs will

review your application according to their own

criteria, and both admissions committees must

approve your application. If one committee recommends

admission and the other denies it, you

may choose to enroll in one program only. If you

are already enrolled in the first year of one of the

programs, you may apply to the other program.

The application deadline is December 14. Please

return your completed application to the Group

in Asian Studies. If you cannot submit a complete

application by December 14, apply to the

MBA program only, and if you are admitted,

apply to the concurrent degree program in your

first year of MBA study.

MBA/MPH Program in Health

Management Admission

To apply for the MBA/MPH program, prospective

students must complete the MBA application

for the Haas School of Business and indicate

the joint degree program. The School of Public

Health does not require a separate application.

MBA/MPH applications must be submitted by

the final MBA deadline, and admission decisions

follow the MBA schedule. In addition to strong

academic achievement in previous scholastic

work and a strong score on the GMAT, applicants

will be evaluated on their professional experience,

as well as on personal attributes that

suggest leadership, maturity, social and civic

responsibility, goal orientation, and motivation.

Applicants will receive one joint decision. In other

words, applicants will either be admitted to both

programs or denied from both programs. It is not

possible to be admitted to only one program.

Other Educational Programs

at the Haas School

Undergraduate Program

The undergraduate program, consistently

ranked among the best in the nation, is a twoyear

program for juniors and seniors who have

completed the necessary lower division prerequisites

at UC Berkeley or at one of California’s

107 community and junior colleges. Admission

to the program is highly selective, and students

admitted to the program mirror the diversity of

the university as a whole.

Evening MBA Program

The evening MBA program is a three-year,

part-time program for students who wish to

maintain employment while in school.

Although different application materials are

required, admission standards to the evening

program are identical to those of the full-time

MBA program, and evening students take

courses from the same Haas professors.

Because of core curriculum differences, transfers

of enrollment between the two programs

are allowed only after completion of the core

curriculum, which normally occurs during the

third semester in the evening program.

Masters Program in Financial Engineering

The MFE program is designed to provide quantitatively

adept students with a thorough understanding

of financial economics and financial

institutions and markets. The one-year program

prepares students for jobs with financial institutions

and other financial service providers, suppliers

of financial consulting services, financial

software and systems providers, and corporate


Ph.D. Program

The Ph.D. program is designed primarily for business

students who wish to pursue an academic

career. The Haas School contributes significantly

to both the national and international pool of faculty

talent at leading universities. Admission to

the Ph.D. program does not require an MBA

degree or any prior formal training in business


Executive Education

The Haas School’s Center for Executive

Development (CED) provides leading-edge developmental

education programs and services for

executives, including programs in high-tech, e-

commerce, biotechnology, health care, and



Haas Student Ambassadors

We encourage you to visit the campus and

explore the school. We invite you to sit in on

classes, attend student activities, and participate

in all aspects of the program. The Haas Student

Ambassadors, a group of seven current MBA students,

will be happy to coordinate your visit. HSA

staff will answer your questions regarding the

program and student life by phone, e-mail, or in

person. HSA holds information sessions at Haas

Monday through Friday at 1:00 pm from

September through mid-May, school holidays

excepted. From June through August, admissions

officers hold information sessions on

Mondays and Fridays at 1:00 pm. These drop-in

sessions last approximately one hour; no pre-registration

is required. An admission officer is present

at these sessions to answer admissionsrelated

questions. Prior to the information session,

you can have lunch with a current student.

These lunches are held from 12:00-1:00 pm and

typically include a quick tour of the building. In

addition, HSA can coordinate classroom visits

and student escorts. Since classes are not held

on Mondays, if you wish to sit in on classes, plan

to visit Tuesday through Friday.

Days at Haas

If you are admitted to the Haas MBA

Program, we will send you an invitation

to attend one of two Days at

Haas weekends for admitted students.

Days at Haas will allow you

to meet fellow admitted students

and the MBA Program staff, take a

class with Haas School faculty, and

learn about student life on the UC

Berkeley campus.

Days at Haas I: April 11-13, 2002

Days at Haas II: May 9-11, 2002

Costs and

Financial Aid

The Haas School makes every effort to ensure

that cost is not an issue for its MBA students.

Options for financing your education at Haas

include loans, scholarships, instructorships, and

assistantships. Summary information on these

options is provided below and details are available



United States citizens or permanent residents

who are not legal residents of California should

also plan to establish California residency before

the first day of classes, which will eliminate the

need to pay nonresident tuition during the second

year of the program.

Educational Costs

Each year the Financial Aid Office (FAO) estimates

the average costs for a graduate student

during the nine months of the academic year.

This FAO Cost of Education budget is the basis

for determining financial aid eligibility and private

loan borrowing limits.

You may use the chart, which shows this average

for 2001-2002, to estimate your budget for

two semesters of study. Because these official

figures are averaged for all UC Berkeley students,

actual costs, especially housing costs,

may be much higher.

Computer Costs and Fees

The Haas School requires all entering students to

have access to their own computer, preferably a

portable computer, either through personal ownership,

rental, or shared arrangement with other

students. Various manufacturers offer students

substantial discounts at the Scholar’s Workstation,

the campus computer store, where the average

cost for a computer and required software is

under $2,500. Their web site is

The Haas School Computer Center offers

a range of computer services, including laser

printing and Internet access. Certain services,

such as e-mail, computer use during off-peak

hours, and the use of dot-matrix printers, are free.

Other services, such as computer use during

peak hours and the use of laser printers and fax

machines, require payment. The annual fee for

optional services is $150, which includes $5

print credit to begin with; once you deplete this

credit, you will be responsible for depositing

additional credit into your account.

California Residency

In many cases, domestic students qualify for

legal residence in California by their second year

of graduate school, thereby significantly reducing

their fees (by $10,704 in 2001-2002).

International students cannot establish California

residency and should expect to pay nonresident

tuition for each semester of graduate study.

Further information on residency can be found at

Fees and Expenses for

International Students

As an international applicant, available financial

resources are extremely limited. These limited

funds necessitate adequate financial planning on

your part prior to enrolling as Haas is unable to

fully fund any student for the cost of her/his education.

International students can apply for private

loans only with a U.S. citizen or U.S. permanent

resident as a credit- worthy co-borrower. For

private loan options, refer to http://www.haas.

The estimated total expenses for international

students for each 9-month period is $38,260.

This estimate includes an approximate $21,208

for fees and health insurance for two semesters

and an academic year average of $17,052 for

basic living expenses, books and other school

supplies. These costs may increase significantly

each year. Married students should budget an

additional $7,000 for their spouse and $5,000

for each child.

American embassies and consulates will not

grant a visa without proof of adequate funding

for the first year and probable support for subsequent

years. Opportunities for employment are

severely limited. If you are holding a non-immigrant

visa you should not expect to be employed

in a non-academic position during your first two

semesters. Since spouses on F-2 visas are not

permitted to accept employment, if your accompanying

spouse wishes to work both of you

should consider entering the country on J visas.

For further information on services available to

international students at UC Berkeley, refer to

The Financial Aid

Application Process

Financial aid, mostly in the form of loans, is available

for MBA students who are citizens or permanent

residents of the United States. To apply

for need-based and non-need-based federal

loans, file the Free Application for Federal

Student Aid (FAFSA) by the UC Berkeley priority

deadline of March 1, 2002. However, you cannot

file the FAFSA before January 1, 2002. The

Federal Processor will electronically transmit

your application data directly to Berkeley’s

Financial Aid Office. Apply for financial aid before

you are admitted to Haas.

The UC Berkeley federal school code for the

FAFSA is 001312. The FAFSA should be filed

online at Berkeley does

not require any supplemental forms in addition

to the FAFSA, unless you do not pass the database

matches or are selected for verification, for

which you will receive separate notification. The

Graduate and Professional Unit of Berkeley's

Financial Aid Office will evaluate applications

and mail financial aid offer letters beginning in

late April or in May. You must be officially admitted

before financial aid can be evaluated and

processed. Because of the various database and

systems interfaces involved, notification of a

financial aid award can take a month or more to

generate after you are admitted.


2001–2002 Fees and

Estimated Cost of Education

Financial Aid Office

Nine-Month Budget

Billed Charges

Total Fees (including health insurance for

California Residents)* $10,504

Total Fees

(including health insurance

and Tuition for nonresidents) $21,208

Estimated Living Expenses

(Estimated by the Financial Aid Office.

Based on nine months.)

Housing and Utilities $8,056

Food $3,202

Books and Supplies $2,000

Personal $2,596

Transportation $1,198


Estimated Living Expenses $17,052

Total Estimated Expenses

for California Residents $27,556

Total Estimated Expenses

for Nonresidents $38,260

*Please note that student health insurance

does not include spouse or dependents.

That coverage must be purchased separately.

Refer to http: //www.uhs.berkeley.


Note: 2002-2003 registration fees and estimated

living expenses are expected to rise.

Student Loans

Most MBA students finance their education

through the Federal Direct Loan Program; up to

$18,500 annually may be borrowed. Those students

demonstrating financial need, assessed

through the FAFSA process, may borrow $8,500

in a Subsidized Direct Loan (no interest charged

while the borrower is in school) and $10,000 in

an Unsubsidized Direct Loan (interest is charged

while the borrower is in school). Those who do

not demonstrate financial need can borrow the

full $18,500 in an unsubsidized loan. The Direct

Loan rate is variable and capped at 8.25 %. It is

recalculated every July 1 and is based on the 91-

day U.S. Treasury bill. For the 2001-2002 academic

year, the interest is 5.39% while in school

and 5.99% while in repayment. A 3% loan origination

fee is deducted prior to disbursement.

Eligibility is determined from the calculated student

contribution and cost of education, not

credit history.

Students wanting to borrow more than

$18,500 can utilize the private loan program.

This program is also available to an international

student who has a credit-worthy U.S. citizen

or U.S. permanent resident as a co-borrower.

The interest on private loans varies from 6.69%

to 8.5% (fall 2001 rates) and a credit check or

credit scoring is performed for all applicants.

Guarantee fees range from 0% to 12.9% View

the options on the following web site:



In 2001-2002, the Haas School awarded nearly

$1.2 million in scholarships to exceptional

domestic and international applicants. All applicants

are routinely considered for these scholarships

at the time of admission review, and

awards are based on exceptional merit and

career potential as demonstrated in the application.

No separate application form or special

request for scholarships is needed. Applicants

awarded a Haas Scholarship are notified in writing

with the admit letter. Haas Scholarships are

one-year awards and are not renewable.


Many graduate student instructorships are available

to second-year students in several fields,

especially accounting, economics, and communications.

You should apply for these in the spring

of your first year for consideration in your second

year. If you have significant training in a specialized

area you may also find employment as a

reader or tutor. Refer to this site for more information

Loan Repayment Assistance Program

The Haas Loan Repayment Assistance Program

(LRAP) is designed to provide modest financial

support to recent graduates of the full-time MBA

program employed in the public or nonprofit sectors,

where salaries are typically lower than in the

private sector. The program assists qualified Haas

graduates who might otherwise feel constrained

in their choice of employment by the need to

repay substantial debt accumulated during their

MBA studies at Haas. The Haas LRAP will issue

grants to qualified participants reimbursing them

for all or a portion of their educational loan payments.

To be eligible for the Haas LRAP, an applicant

must work more than half-time for a nonprofit

organization or an agency of government (local,

state or national). In special situations, the program

will also assist graduates who are employed

by a foreign government, a foreign nonprofit organization,

or an international nonprofit organization.

Application forms are available to Haas

graduates at


Housing and

Child Care

Berkeley graduate students live in both university

and community housing. Housing in the Berkeley

community is expensive and in short supply. You

should plan ahead to ensure that you will have a

place to live before classes begin. Do not wait for

notice of admission to apply for university housing.

On your housing application, include your status

as a prospective graduate student, the semester

you plan to enter Berkeley, your marital status,

and your mailing address. Also, indicate what

type of housing interests you. There is a nonrefundable

application fee of $25 regardless of the

outcome of your admission application.

University Housing

The Manville Apartments consist of 132 small,

single studios for law and graduate students.

Rents in the 2000–01 academic year ranged

from $702 to $761 per month.

Single graduate students may also live in the university

residence halls, and certain halls are designated

for upper division undergraduates and graduate

students. (Note: It is very likely that you will be

assigned to a double room and will be committed

to a contract for the entire academic year.)

If you are married and/or have children, you are

eligible for apartments in Family Student

Housing. During 2000–01, rents in the Smyth-

Fernwald complex (within walking distance of

Haas) ranged from $583 to $619 for one bedroom,

$638 to $700 for two bedrooms, and

$725 for three bedrooms. In East Village (located

in Albany about 3 miles from campus), rents

ranged from $1,029 to $1,175 for two bedrooms,

and $1,175 to $1,222 for three bedrooms.

There is usually a long waiting list for

these low-cost apartments.

If you are interested in university housing,

request an application from Housing and Dining

Services and return it as soon as possible.

Applications will be available in January.

Community Living

Most Haas students live off campus in an apartment

or house. Searching for housing in the Bay Area can

be a challenge, so plan to spend several days looking

for housing in Berkeley and nearby cities.

The university’s Community Living Office provides

rental listings and counseling for students

seeking housing in the community. Rents range

from $700 to $1,000 for a studio apartment,

$800 to $1,500 for a one-bedroom apartment,

and $1,200 and up for a two-bedroom apartment.

A room in a shared apartment or house is

usually the least expensive type of accommodation,

averaging $450 to $800 per month.

International House

International House (I-House), a residence and

program center, houses about 600 students,

most of whom are at the graduate level. About

half the residents are US citizens; the other half

are students from approximately 60 foreign

countries. I-House is less than a five-minute walk

from Haas, which makes it an attractive housing

option. Rates for the 2000–01 academic year

are $6,204 and up per person for a double room

and $7,409 and up for a single room (meal plan


Child Care

The university offers a child care program which

is nationally accredited by the National Academy

of Early Childhood Programs. The program offers

child care on a space-available basis to children

ages 3 months to 7 years old. At least one parent

must be a registered UC Berkeley student. As

space becomes available, enrollment is extended

to families based on gross income.


The Haas School of


Three interconnected

buildings surrounding

a courtyard

• Completed: May 1995

• Square feet: 204,000

• Classrooms: 21

• Laptop docking stations: 450

• Video-conference

locations: 55

• Broadcast origination sites: 30

• Architects:

Moore Ruble Yudell,

Santa Monica

• Construction cost:

$55 million

•Funding: 100% from

private gifts

• Number of donors: 2,000

• Largest donation:

$27 million from the

Haas family, in honor of

Walter A. Haas Sr., BS 10,

late president and chairman

of Levi Strauss & Co.

Bakar Computer Center

•Total number of computers:

180 PCs

• Multimedia stations: 8 PCs

• Scanners: 6

• Basic services: e-mail,

printing and faxing, web

services, tutorials, multimedia

lab, equipment check-out

• Special services: video

conferencing, research

support, A/V media services,

Interactive Learning Center,

Financial Engineering Lab,

wireless network.

Long Business &

Economics Library

• Bound volumes: 130,000

• Subscriptions: 1,500

• Microforms: 1,200,000

• Square feet: 50,000

• Network ports: over 300

• Databases: Datastream,

Dow Jones Interactive,

Hoover’s Online, Investext,

Lexis-Nexis Universe,

Onesource, ISI Emerging

Markets, Haas CD ROM


• Cooperative agreements

with eight UC campuses,

Stanford University

Jimmy Bean’s FIFO Cafe

• Seats 107 indoors and

50 outdoors

• Offers hot meals (menu

changes daily), burgers,

pizza, sandwiches, salad bar,

pastries, smoothies, and

coffee drinks

• Coffee cart in the

BankAmerica Forum serves

snacks and drinks

“Maybe a few terms at the Haas School are the

best education a business student can have:

what other business school demonstrates so clearly

the virtues of a civilized workplace?”

Paul Goldberger

Architecture View,

The New York Times,

Sunday, November 26, 1995


Faculty of the

Haas School

David A. Aaker, Professor Emeritus. BS,

Massachusetts Institute of Technology; MS,

Ph.D. (business administration), Stanford

University. Teaching field: marketing.

Dan Ariely. Assistant Professor. BA, Tel Aviv

University; MA, Ph.D. (cognitive psychology),

University of North Carolina, Chapel Hill; Ph.D.

(marketing), Duke University. Teaching field:


Homa Bahrami, Senior Lecturer. BA, Hull

University; M.Sc., Ph.D. (organizational behavior),

Aston University. Teaching field: organizational

behavior and industrial relations.

*+Sara L. Beckman, Lecturer with Security of

Employment. BS, MS, Ph.D. (industrial engineering

and engineering management),

Stanford University. Teaching field: manufacturing

and information technology.

Jennifer Berdahl, Assistant Professor. MA, Ph.D.

(psychology), University of Illinois. Teaching

field: organizational behavior and industrial


Jonathan Berk, Associate Professor. MA, Ph.D.

(finance) Yale University. Teaching field:


*Severin Borenstein, E. T. Grether Professor of

Business Administration and Policy, Chair of

the Economic Analysis and Policy Group,

and Director of the UC Energy Institute. AB,

University of California, Berkeley; Ph.D.

(economics) Massachusetts Institute of

Technology. Teaching field: economic

analysis and policy.

*Louis P. Bucklin, Professor Emeritus. AB,

Dartmouth College; MBA, Harvard Business

School; Ph.D. (marketing/industrial organization),

Northwestern University. Teaching field:


*Glenn R. Carroll, Paul J. Cortese Distinguished

Professor of Management. BA, Indiana

University; MA, Ph.D. (sociology), Stanford

University. Teaching field: organizational

behavior and industrial relations.

Stephen W. Chamberlin, Adjunct Professor. BBA,

University of Hawaii; MCP (planning),

University of Pennsylvania. Teaching field: real


Jennifer A. Chatman, Harold Furst Professor of

Management Philosophy and Values. BA,

Ph.D. (organizational behavior), University of

California, Berkeley. Teaching field: organizational

behavior and industrial relations.

Robert E. Cole, Lorraine Tyson Mitchell Professor

of Leadership and Communications II and Codirector

of the Management of Technology

Program. BA, Hobart College; MA, Ph.D. (sociology),

University of Illinois. Teaching fields:

business and public policy, organizational

behavior and industrial relations.

*Rui J. P. de Figueiredo, Assistant Professor. AB,

Harvard University; MA, Ph.D. (political science),

Stanford University. Teaching field: business

and public policy.

David H. Downes, Lecturer and Director of the

MBA Program. BS, Johns Hopkins; MBA,

Dartmouth College; Ph.D. (managerial economics),

Cornell University. Teaching field:


Gregory R. Duffee, Assistant Professor. BA,

Macalester College; Ph.D. (economics),

Harvard University. Teaching field: finance.

Sunil Dutta, Assistant Professor. BS, University of

Roorkee, India; MS, MBA, Ph.D. (accounting),

University of Minnesota. Teaching field:


Robert H. Edelstein, Real Estate Development

Professor and Co-chairman of the Fisher

Center for Real Estate and Urban Economics.

AB, Harvard College; AM, Ph.D. (economics),

Harvard University. Teaching field: real estate.

Jerome S. Engel, Lecturer and Executive Director

of the Lester Center for Entrepreneurship and

Innovation. BS, Pennsylvania State University;

MS, University Of Pennsylvania, The Wharton

School. Teaching field: entrepreneurship and


Tülin Erdem, Associate Professor and chair of the

Marketing Group. BA, Bogazici University; MA,

Ph.D. (marketing), University of Alberta.

Teaching field: marketing.

Nancy A. Euske, Lecturer. BA, University of San

Diego; MSW, Arizona State University; Ph.D.

(business administration), University of

California, Berkeley. Teaching fields: business

and public policy, organizational behavior and

industrial relations.

John H. Freeman, Leo B. and Florence Helzel

Professor of Entrepreneurship and Innovation,

and Research Director of the Lester Center for

Entrepreneurship and Innovation. AB,

Washington and Lee University; MA, Ph.D.

(sociology), University of North Carolina,

Chapel Hill. Teaching fields: organizational

behavior and industrial relations, entrepreneurship

and innovation.

*Michael L. Gerlach, Associate Professor. BA,

Colorado College; MA, Ph.D. (organizational

behavior), Yale University. Teaching field: business

and public policy.

Paul J. Gertler, Professor and Faculty Director of

the Graduate Program in Health

Management. BA, Ph.D. (economics),

University of Wisconsin, Madison. Teaching

fields: economic analysis and policy, health


*Rashi H. Glazer, Professor and Co-director of the

Center for Marketing and Technology.

BA,Brandeis University; MBA, Ph.D. (marketing),

Stanford University. Teaching field:


*Nils H. Hakansson, Sylvan C. Coleman Professor

of Finance and Accounting. BS, University of

Oregon; MBA, Ph.D. (quantitative methods),

University of California, Los Angeles. Teaching

fields: accounting, finance.

* Recipients of the Haas School’s Earl F. Cheit Award for Excellence in Teaching

+ Recipients of UC Berkeley’s Distinguished Teaching Award

Robert Harris, Professor Emeritus. BA, Michigan

State University; MA, Ph.D. (economics),

University of California, Berkeley. Teaching

fields: business and public policy.

Leo B. Helzel, Adjunct Professor. BBA, New York

City College; MBA, University of California,

Berkeley; LLM, Boalt Hall School of Law,

University of California, Berkeley. Teaching

field: entrepreneurship and innovation.

Terrence Hendershott, Assistant Professor. BS,

Miami University, Oxford, Ohio; Ph.D. (operations,

information, and technology), Stanford

University. Teaching field: management of

information technology.

Christopher A. Hennessy, Assistant Professor. BA,

Swathmore College; MPA, Ph.D. (economics),

Princeton University. Teaching field: finance.

*Benjamin E. Hermalin, Willis H. Booth Professor of

Banking and Finance I and Associate Dean for

Academic Affairs. AB, Princeton University;

Ph.D. (economics), Massachusetts Institute of

Technology. Teaching field: economic analysis

and policy.

Dorit S. Hochbaum, Professor and Director of the

Berkeley Supply Chain Management Initiative.

B.Sc., Tel Aviv University; MS, Hebrew

University of Jerusalem; Ph.D. (mathematics),

The Wharton School, University of Pennsylvania.

Teaching field: manufacturing and information


Ganesh Iyer. Assistant Professor. B.Eng., MA

(management studies), University of Bombay;

Ph.D. (marketing), University of Toronto.

Teaching field: marketing.

Douglas DeVivo has been

founding and investing in

high-tech ventures since

graduating from Haas. He

was a founding partner of

Vanguard Associates in 1981 and funded over

20 companies, including Aldus, Digital

Microwave, and Endosonics. “I started

Vanguard Associates with two friends who

were local Silicon Valley executives,” says

DeVivo. “We started making a few investments

and two years later raised a $30 million fund.”

DeVivo moved on from Vanguard to help found

Sequoia Capital Growth Fund in 1989 and is

currently a founding general partner at Alce

Ventures, where he specializes in venture capital

investing in tech companies and manages a

hedge fund. Alce is Italian for Moose, named

after Moose, Wyoming, where Doug and his

business partner, Mario Gabelli, have a house in

the Tetons.

Douglas DeVivo, MBA 76


Alce Partners

Menlo Park, CA


Dwight M. Jaffee, Willis H. Booth Professor of

Banking and Finance II and Co-chairman of

the Fisher Center for Real Estate and Urban

Economics. BA, Northwestern University;

Ph.D. (economics), Massachusetts Institute of

Technology. Teaching fields: finance, real


*Michael L. Katz, Edward J. and Mollie Arnold

Professor of Business Administration. On

leave as the Deputy Assistant Attorney

General for Economic Analysis, Anti-Trust

Division at the Department of Justice in

Washington DC. AB, Harvard University;

D.Phil. (economics), Oxford University.

Teaching field: economic analysis and policy.

*Trudy L. Kehret-Ward, Senior Lecturer. BA,

University of Nebraska; two Ph.D.s (applied linguistics

and marketing), University of

Washington. Teaching field: marketing.

Reuven Lehavy, Assistant Professor. BA, University

of Haifa, Israel; MS, Ph.D. (accounting and

information systems), Northwestern

University. Teaching field: accounting.

Hayne E. Leland, Arno A. Rayner Professor of

Finance and Management and Director of the

Berkeley Program in Finance. AB, Harvard

University; MS, London School of Economics;

Ph.D. (mathematical economics), Harvard

University. Teaching field: finance.

Andre Marquis’ professional

bio reads like a

high-tech career wish

list-hold a couple

patents (his are in artificial

intelligence and multimedia information

systems), work on a database for the Human

Genome project, found a string of successful

tech companies, which go public or are

acquired, take five months off to travel the

globe, and then come home to start a new

company. “I’ve had a lot of fun with every

company I’ve been with,” says Marquis. “That

isn’t to say there haven’t been tough times

and stress, but I’ve jumped at the opportunities

that involved working with great people

who were trying to create new ways of doing


Marquis has been in pivotal roles at the

Internet Pictures Corp.,

(acquired by iPIX for $1.2 billion),

(acquired by, and CyberGold

(went public). While each of these companies

has presented its own challenges, Marquis

sees three continuing themes in all of his

endeavors. “First--fun; second--working with

great people; and third--creating new products,

markets and ways of doing business,” he

says. “It’s always fun and if it wasn’t, I’d be

doing something else.”

Andre Marquis, MBA 96

Founder and CEO


Boston, MA

*Jonathan S. Leonard, Professor and Chair of the

Economic Analysis and Policy Group. AB,

Harvard College; MA, Ph.D. (economics),

Harvard University. Teaching field: economic

analysis and policy, organizational behavior

and industrial relations.

*David I. Levine, Associate Professor. BA,

University of California, Berkeley; AM, Ph.D.

(economics), Harvard University. Teaching

fields: economic analysis and policy, organizational

behavior and industrial relations.

*James R. Lincoln, Warren E. “Ned” and Carol

Spieker Professor of Leadership and Director

of the Institute of Industrial Relations. BA, MA,

Kent State University; Ph.D. (sociology),

University of Wisconsin. Teaching field: organizational

behavior and industrial relations.

*+Richard K. Lyons, Professor, Chair of the

Finance Group, and Associate Director of the

Clausen Center for International Business and

Policy. BS, University of California, Berkeley;

Ph.D. (economics), Massachusetts Institute of

Technology. Teaching fields: economic analysis

and policy, finance.

Thomas A. Marschak, Professor. Ph.B., University

of Chicago; MA, Ph.D. (economics), Stanford

University. Teaching fields: economic analysis

and policy, manufacturing and information


Terry A. Marsh, Associate Professor. B.Comm.,

University of Queensland; MBA, Ph.D. (finance),

University of Chicago. Teaching field: finance.

*Thomas W. McCullough, Senior Lecturer. BS, BA,

JD, Ph.D. (operations research and applied

economics), University of California, Berkeley.

Teaching fields: economic analysis and policy,

manufacturing and information technology.

Barbara Mellers, Professor. BA, University of

California, Berkeley; MA, Ph.D. (psychology),

University of Illinois, Champaign-Urbana.

Teaching field: marketing and organizational

behavior and industrial relations.

Raymond E. Miles, Professor Emeritus and Former

Dean. BA, MBA, North Texas State University;

Ph.D. (organizational behavior and industrial

relations), Stanford University. Teaching field:

organizational behavior and industrial relations.

*David C. Mowery, Milton W. Terrill Professor of

Business Administration and Director of the

Ph.D. Program. AB, AM, Ph.D. (economics),

Stanford University. Teaching field: business

and public policy.

John W. O’Brien, Adjunct Professor and Director

of the Master’s in Financial Engineering

Program. SB, Massachusetts Institute of

Technology; MS. (engineering), University of

California, Los Angeles. Teaching field:


Terrance Odean, Assistant Professor, BA,

University of California, Berkeley; Ph.D.

(finance), University of California, Berkeley.

Teaching field: finance.

*Trond K. Petersen, Professor. MA, University of

Oslo; Ph.D. (sociology), University of

Wisconsin. Teaching field: organizational

behavior and industrial relations.

John M. Quigley, I. Donald Terner Professor of

Affordable Housing and Urban Policy. MS,

University of Stockholm, Ph.D. Harvard

University. Teaching field: real estate.

Priya Raghubir, Assistant Professor. BA, St.

Stephen’s College, Delhi University; MBA,

Indian Institute of Management; M.Phil and

Ph.D. (marketing), New York University.

Teaching field: marketing.

Kristiana Raube, Adjunct Professor and Executive

Director of the Graduate Program in Health

Management. BA, University of Colorado;

MPH, UCLA; Ph.D. (policy analysis), RAND

Graduate School of Policy Studies. Teaching

field: health management.

Stefan J. Reichelstein, Michael Chetkovich

Professor of Accounting. PreDiploma,

University of Bonn; MS, Ph.D. (managerial economics

and decision sciences), Northwestern

University. Teaching fields: accounting, economic

analysis and policy.

Karlene A. Roberts, Professor. BA, Stanford

University; Ph.D. (psychology), University of

California, Berkeley. Teaching field: organizational

behavior and industrial relations.

Mario M. Rosati, Adjunct Professor. BA,

University of California, Los Angeles; JD, Boalt

Hall School of Law, University of California,

Berkeley. Teaching field: entrepreneurship and


*Andrew K. Rose, Bernard T. Rocca, Jr. Professor

of International Business and Trade, and

Director of the Clausen Center for

International Business and Policy. BA,

University of Toronto; M.Phil., Nuffield College,

Oxford University; Ph.D. (economics),

Massachusetts Institute of Technology.

Teaching field: economic analysis and policy.

*Christine M. Rosen, Associate Professor. BA,

Wellesley College; MA, Ph.D. (history),

Harvard University. Teaching field: business

and public policy.

*Kenneth T. Rosen, California State Professor of

Real Estate and Urban Economics, and

Chairman of the Fisher Center for Real Estate

and Urban Economics. BA, University of

Connecticut; Ph.D. (economics),

Massachusetts Institute of Technology.

Teaching field: real estate.

Mark E. Rubinstein, Paul H. Stephens Professor of

Applied Investment Analysis. BA, Harvard

University; MBA, Stanford University; Ph.D.

(finance), University of California, Los Angeles.

Teaching field: finance.

Jacob S. Sagi, Assistant Professor. B.Sci.,

University of Toronto; Ph.D. (physics), Ph.D.

(finance), University of British Columbia.

Teaching field: finance.

Holly A. Schroth, Senior Lecturer. BA, MA, Ph.D.

(social psychology), University of California,

Santa Barbara. Teaching field: organizational

behavior and industrial relations.

Peter Sealey, Adjunct Professor and Co-Director

of the Center for Marketing and Technology.

BS, The University of Florida; MIA, Yale

University; MA, Ph.D. (management), The

Claremont Graduate University. Teaching field:



Mark S. Seasholes. Assistant Professor. BA,

Wesleyan University; Ph.D. Cand. (business

economics), Harvard University. Teaching

field: finance.

Arie Segev, Professor and Director of the Center

for Information Technology and Marketplace

Transformation. BS, MS, Technion, Israel

Institute of Technology; MS, Ph.D. (computers

and information systems), University of

Rochester. Teaching field: manufacturing and

information technology.

Carl Shapiro, Transamerica Professor of Business

Strategy, Professor of Economics, and

Director of the Institute of Business and

Economic Research. BS, Massachusetts

Institute of Technology; MA, University of

California, Berkeley, Ph.D. (economics),

Massachusetts Institute of Technology.

Teaching field: economic analysis and policy.

*+Andrew W. Shogan, Associate Professor,

Associate Dean for Instruction, and Chair of

the Management of Information Technology

Group. AB, Princeton University; Ph.D. (operations

research), Stanford University. Teaching

field: manufacturing and operations management.

Pablo T. Spiller, Joe Shoong Professor of

International Business and Chair of the

Business and Public Policy Group. BA, MA,

Hebrew University of Jerusalem; Ph.D. (economics),

University of Chicago. Teaching field:

business and public policy.

Joydeep Srivastava, Assistant Professor. BS,

University of Calcutta; Ph.D. (marketing),

University of Arizona. Teaching field: marketing.

*Richard H. Stanton, Associate Professor. BA,

Jesus College, Cambridge University; Ph.D.

(finance), Stanford University. Teaching field:


*Barry M. Staw, Lorraine Tyson Mitchell Professor

of Leadership and Communication and Chair

of the Organizational Behavior and Industrial

Relations Group. BA, University of Oregon;

MBA, University of Michigan; Ph.D. (organizational

behavior), Northwestern University.

Teaching field: organizational behavior and

industrial relations.

Jay Stowsky, Associate Dean for School Affairs

and Initiatives and Lecturer in the

Management of Technology Program. BA,

University of California, Berkeley; MPP,

Kennedy School of Government, Harvard

University; Ph.D. (city and regional planning),

University of California, Berkeley. Teaching

field: management of technology.

Jayashankar M. Swaminathan, Assistant Professor.

B.Tech., Indian Institute of Technology; MS,

Ph.D. (management of manufacturing and

automation), Carnegie-Mellon University.

Teaching field: manufacturing and information


David J. Teece, Mitsubishi Bank Professor of

International Business and Finance, and

Director of the Institute of Management,

Innovation, and Organization. BA, M.Comm.

(Hons), University of Canterbury; MA, Ph.D.

(economics), University of Pennsylvania.

Teaching field: business and public policy.

Philip E. Tetlock, Professor. BA, MA (psychology),

University of British Columbia; Ph.D. (psychology),

Yale University. Teaching field: organizational

behavior and industrial relations.

Sebastian Teunissen, Director of International

Affairs. BA, University of Guelph; MA (economics),

Duke University. Teaching field: international


Paul A. Tiffany, Senior Lecturer. BA, Loyola

University; MBA, Harvard University; Ph.D.

(business and public policy), University of

California, Berkeley. Teaching fields: business

and public policy, economic analysis and policy.

*Brett M. Trueman, Donald H. and Ruth F. Seiler

Professor of Public Accounting, Director of

the Center for Financial Reporting and

Management, and Chair of the Accounting

Group. BS, MS, MBA, Ph.D. (finance), Columbia

University. Teaching field: accounting.

+Laura d’Andrea Tyson, BankAmerica Dean and

Class of 1939 Professor of Economics and

Business. BA, Smith College; Ph.D. (economics),

Massachusetts Institute of Technology.

Teaching field: business and public policy.

*+M. Frances Van Loo, Associate Professor. BA,

University of Michigan; MA, Ph.D. (economics),

University of California, Berkeley.

Teaching fields: business and public policy,

economic analysis and policy.

Hal R. Varian, Professor and Dean of the School

of Information and Management Systems. SB,

Massachusetts Institute of Technology; MA,

Ph.D. (economics), University of California,

Berkeley. Teaching field: manufacturing and

information technology.

Thomas D. Veit, Lecturer and Executive Director

of the Center for Financial Reporting and

Management. BS, Colorado State University;

MA (Pacific Rim Studies), MBA, Alaska Pacific

University. Teaching field: marketing.

J. Miguel Villas-Boas, Professor. B.Sc.,

Universidade Católica Portuguesa, Lisbon; MS,

New University of Lisbon; MBA, INSEAD;

Ph.D. (management), Massachusetts Institute

of Technology. Teaching field: marketing.

David J. Vogel, George Quist Professor of

Business Ethics and Editor of the California

Management Review. BA, Queens College,

City University of New York; MA, Ph.D. (politics),

Princeton University. Teaching field: business

and public policy.

Nancy E. Wallace, Associate Professor and Chair

of the Real Estate Group. Licence, Maîtrise,

Université de Paris; BA, Ph.D. (urban and

regional planning), University of Michigan.

Teaching field: real estate.

*James A. Wilcox, Kruttschnitt Professor of

Financial Institutions. BA, State University of

New York; Ph.D. (economics), Northwestern

University. Teaching fields: economic analysis

and policy, finance.

Cecilia Edwards spent

the first few years of her

career managing a

satellite program and

launching Titan rockets

at Vandenberg Air Force

Base in California.

Knowing that she wanted

to move into management consulting

helped Edwards structure her time at Haas.

Her classroom experiences and her tenure as

vice president of the Haas Consulting Club

gave her in-depth knowledge of consulting

firms and led to an offer from the Boston

Consulting Group. “I was delighted to find a

business school that would assist me in

achieving my goals.” At BCG, Edwards has

been instrumental in launching a new diversity

practice area of client service work, focusing

on ethnic marketing, minority supplier

programs, and workforce diversity, with the

goal of helping clients use diversity to

increase their shareholder value.

Cecilia Edwards, MBA 95


The Boston Consulting Group

Dallas, TX

Oliver E. Williamson, Edgar F. Kaiser Professor of

Business Administration and Professor of

Economics. SB, Massachusetts Institute of

Technology; MBA, Stanford University; Ph.D.

(economics), Carnegie-Mellon University.

Teaching fields: economic analysis and policy,

business and public policy.

Peter C. Wilton, Lecturer. BA, University of New

South Wales; Ph.D. (management), Purdue

University. Teaching field: marketing.

*Russell S. Winer, J. Gary Shansby Professor of

Marketing Strategy. BA, Union College; MS,

Ph.D. (industrial administration), Carnegie-

Mellon University. Teaching field: marketing.

Catherine D. Wolfram. Assistant Professor. AB,

Harvard University; Ph.D. (economics), MIT.

Teaching field: economic analysis and policy.

Candace Yano, Professor. AB, MS (operations

research), MS (industrial engineering), Ph.D.

(industrial engineering), Stanford University.

Teaching field: manufacturing and technology


*Janet L. Yellen, Eugene E. and Catherine M.

Trefethen Professor of Business

Administration. BA, Brown University, Ph.D.

(economics), Yale University. Teaching field:

economic analysis and policy.

Florian Zettelmeyer, Assistant Professor.

Vordiplom, University of Karlsruhe; M.Sc.,

University of Warick; Ph.D., Sloan School of

Management, Massachusetts Institute of

Technology. Teaching field: marketing.

Xiao-Jun Zhang, Assistant Professor. MA (economics)

University of Maryland; Ph.D.

Columbia. Teaching field: accounting.


William “Rick” Cronk, BS 65, president of Dreyers

Grand Ice Cream, was one of many corporate leaders

who participated in Professor Jennifer

Chatman’s course, “Leading Change and

Leveraging Culture.”

Corporate Leaders

Come to Haas

Warren Hellman, Founder, Hellman &

Friedman LLC

William Dudley, Managing Director of

Economic Research, Goldman Sachs

John Chambers, CEO, Cisco Systems

Carly Fiorina, Chairman & CEO, Hewlett


David Pottruck, Co-CEO, Charles Schwab

John Gage, Chief Researcher and Director of

the Science Office, Sun Microsystems

Lawrence Summers, US Treasury Secretary

Alan Patricof, Chairman & Partner, Patricof &

Co. Ventures

Dr. Afredo Aho, Vice President of Computing

Sciences Research, Bell Labs

Pat House, Co-Founder & Vice President,

Siebel Systems

Stephanie DiMarco, Chairman, Advent


Paul Newman, Actor and Philanthropist

Christos Cotsakos, Chairman and CEO,


John Williams, Co-founder, Palm, Razorfish,

and iSpin, and current Senior Vice-President of

Strategic Alliances, Visa

Raymond J. Lane, General Partner, Kleiner

Perkins Caufield & Byers

Corinne Lyle, CFO, Tularik

Paul Dolan, CEO, Fetzer Vineyards

George Zimmer, CEO, The Men’s Warehouse

Geoffrey Ashton, Senior Vice President of

Marketing, Calvert Investment Funds

Pete Mountanos, President/CFO,

Ray Anderson, CEO, Interface

Rick Timmins, Vice President, Worldwide

Sales Finance, Cisco Systems



and MBA


The MBA program requires satisfactory completion

of 55 semester units of coursework consisting

of 29 units of core courses, and 26 units

of elective courses. You must register and pay

fees for both fall and spring semesters in each

academic year (a total of four 15-week semesters).

There are no courses offered during the

summer. Credit may not be transferred from

other graduate or undergraduate courses.

Core Requirements

The core consists of thirteen courses numbered

200 through 207. Eleven of the thirteen courses

must be taken in the first year; the other two

must be taken in the fall semester of the second

year. The eleven courses required in the first

year of study are common to the schedule of all

first-year students in the program and provide

the foundation for the second year’s advanced

work. The minimum course load during the first

year is 13 units per semester.

Elective Requirements

Students may select from hundreds of elective

courses, both within and outside of the business

school, to fulfill the 26-unit requirement.

At least 18 of the 26 elective course units must

be taken in graduate business classes and at

least 2 of these units must be taken in one of

the 299 strategy offerings. The remaining units

may be taken as either graduate or upper-division

undergraduate courses in other departments

on campus. With the permission of the

MBA program director, students may take two

lower-division undergraduate language courses

and apply 60 percent of the credits earned

toward the 26-unit elective requirement.

Note: The Haas School will be renumbering the

MBA program courses during the 2001–2002

academic year. The new course numbers will

be available when specific course offerings for

Fall 2002 are announced.

Waiver Examinations

Students may substitute elective courses for

required courses if they demonstrate sufficient

mastery of the subject by passing a waiver

examination approximating the course final

examination. These exams are given during the

week before classes begin in August and

January. Short study guides are available for

each course..

Core Courses

200S. Introduction to Data Analysis for Management

(1.5). The objective of this course is to make

students critical consumers of statistical

analysis using available software packages.

Key concepts include interpretation of regression

analysis, model formation and testing,

and diagnostic checking. This course meets

for the first seven weeks of the fall semester.

200Q. Quantitative Methods (1.5). This class introduces

students to quantitative concepts,

techniques, and software with which all successful

managers should be familiar. It is

designed to improve their decision making by

introducing them to optimization techniques,

simulation and project management. It meets

for the last seven weeks of the fall semester.

200C-D. Management Development (2). This course

covers a variety of topics in the areas of managerial

communications and career planning.

It consists of four modules spanning both

semesters of the first year. Fall modules

include a workshop on the fundamentals of

public speaking with a focus on persuasion

and advocacy; Strategic Business

Interactions, concerned with developing

interpersonal and group skills important to

managing organizations; and a career planning

module consisting of a series of workshops,

panels and training in resume development,

networking techniques, and interviewing.

In the fourth module, students receive

feedback on writing style and clarity on

papers submitted for other core courses in

both Fall and Spring semesters.

201A. Economic Analysis for Business Decisions (3).

This course uses the tools and concepts of

microeconomics to analyze decision problems

within a business firm. Particular emphasis

is placed on the firm’s choice of policies in

determining prices and outputs. The basic

tools of competitive strategy analysis are

developed and students are expected to

apply these tools to several cases.

201B. Macroeconomics in the Global Economy (3).

Prerequisite: 201A or equivalent. This course

covers the determination of long-run productivity

and growth, short-run economic fluctuations

(in both closed and open economies),

exchange rates and the balance of payments,

the natural rate of unemployment, and the

causes and consequences of inflation.

Examples drawn from a variety of countries

are used to illustrate theoretical concepts.

202A. Financial Accounting (2). This course is

designed to acquaint students with the concepts

of financial accounting and to provide a

working knowledge of the construction of

financial statements and the uses that others

such as investors and creditors make of them.

202B. Managerial Accounting (2). Prerequisite:

202A or equivalent. This course emphasizes

the use of accounting information throughout

the planning, operation, and control stages of

managing an organization. The course is

divided into three sections to reflect the three

stages of management: 1) information for

planning and decision-making; 2) information

received during operations (cost accounting);

and 3) information for control and performance



203. Introduction to Finance (3). This course examines

the wide menu of available assets, the

institutional structure of US and international

financial markets, and the market mechanisms

for trading securities. Among topics to

be covered are discounting, capital budgeting,

the historical behavior of asset returns,

and diversification and portfolio theory. The

course also provides introductions to assetpricing

theory for primary and derivative

assets and to the principles governing corporate

financial arrangements and contracting.

204. Introduction to Operations Management (2).

Prerequisites: 200S and 200Q. This course

provides students with an understanding of

the basic issues involved in managing a manufacturing-based

business and introduces the

tools available to deal with these issues. In

this context, students also learn pertinent fundamental

concepts in management science

that are also applicable to other functional


205. Organizational Behavior (3). A survey of

behavior in and of organizations. Covers

issues of individual behavior, group functioning,

and the actions of organizations in their

environments. Problems of work motivation,

task design, leadership, communication, organizational

design, and innovation will be analyzed

from multiple theoretical perspectives.

Implications for the management of organizations

is illustrated through examples, cases,

and exercises.

206. Marketing Organization and Management (3).

Prerequisite: 201A or equivalent. Topics

include an overview of the marketing system

and the marketing concept, buyer behavior,

market research, segmentation and marketing

decision making, marketing structures,

and evaluation of marketing performance in

the economy and society.

207A. Managing Business Ethics in the Global

Economy (1). This course provides students

with an opportunity to analyze critically and

discuss a wide range of ethical issues that

confront individual managers and corporations

in the US and other countries. Its objectives

are to make students more sensitive to

the ethical dimensions of both domestic and

global business activity and to provide them

with a framework for making management

decisions in a more responsible manner.

207B. Business and Public Policy (2). Introduction

to political economy, the role of government

in a mixed economy, business-government

relations, the public policy process, regulation

of business, corporate political activity, and

corporate governance. Compares US corporate

governance systems, public policies, and

political system to those of Western Europe

and Japan.

Elective Courses

212. Managerial Decisions in Regulated Industries

(3). Prerequisite: 201A or equivalent.

Introduction to administrative law and the

regulatory process; economic principles of

administrative regulation of pricing, investment,

and service quality; analysis of critical

problems in regulated industries, including

transportation, communications, energy, and

financial sectors, with emphasis on emerging

competition in these industries; and potential

regulatory reforms with alternatives to regulation.

214. Forecasting Methods for Business (3).

Prerequisites: 200S and 201A, or equivalents.

The course presents a variety of currently

used forecasting techniques. These

include econometric techniques and purely

extrapolative (time series) methods, as well

as combinations of more than one procedure.

The emphasis is on data analysis. To facilitate

the “learning by doing” aspect of the course,

several computer-oriented problem sets and

a forecasting project are required.

215. Management in the Public and Not-for-Profit

Sectors (2-3). Prerequisite: 201A or equivalent.

This course emphasizes planning-programming-budgeting

systems and benefit-cost

analysis for resource allocation and planning

in the public sector; use of pricing in public

enterprise; and efficiency when profit criteria

are absent, with applications in natural

resources, medical services, transportation,

and education.

220. Corporate Financial Reporting (3).

Prerequisite: 202A or consent of instructor.

This course examines the theory and practice

of financial accounting and the issues

involved in determining corporate financialreporting

policies. It provides an in-depth

knowledge of how financial statements are

prepared, emphasizing the evaluation of

accounting reports from a managerial perspective.

Cases supplement lecture, discussion,

and problem solving.

222. Financial Information Analysis (2).

Prerequisite: 202A; 220 recommended. This

course focuses on issues of accounting information

evaluation with special emphasis on

the use of financial statements by decision

makers external to the firm. Topics covered

include fundamental security analysis, credit

evaluation, risk assessment, and international

issues in financial analysis. The implications

of recent research in finance and accounting

for external reporting issues are explored.

224. Managerial Accounting (2-3). Prerequisites:

202A and 202B, or equivalents. This course

covers the theory of management accounting

and its application in modern organizations.

Topics covered include activity-based costing,

incentive mechanisms, performance evaluation,

and organizational design.

228. Topics in Taxation (3). Prerequisites: 202A

and 202B, or equivalents. This course will

cover various topics in personal and/or

corporate taxation. Topics will vary from

semester to semester, and the course may

be repeated for credit.

229. Management Planning and Control Systems (2).

Prerequisites: 202A and 202B. Planning and

control systems are essential tools in the

management of modern organizations.

Strategic planning and management control

are studied in this course through the use of

cases illustrative of management practice in

both domestic and international organizations.

232. Financial Institutions and Markets (3).

Prerequisite: 203. This course analyzes the

role of financial markets and financial institutions

in allocating capital. The major focus

will be on debt contracts and securities and

on innovations in the bond and money markets.

The course covers functions of commercial

banks, investments banks, and other

financial intermediaries and examines

aspects of regulation of these institutions.

233. Investments (3). Prerequisite: 203. This

course examines four different types of asset

markets: equity markets, fixed income markets,

futures markets, and options markets. It

focuses on the valuation of assets in these

markets, the empirical evidence on asset valuation

models, and strategies that can be

employed to achieve various investment


234. Corporate Finance (3). Prerequisite: 203. This

course studies the principles underlying alternative

financial arrangements and contracts

and their application to corporate financial

management. In particular, it examines the

impact of incentive, moral hazard, and principal-agent

problems as a consequence of

asymmetric information, government intervention,

managerial incentives, and taxes on

financial decisions regarding capital budgeting,

dividend policy, capital structure, and


235. Advanced Topics in Financial Institutions and

Financial Markets (2). Prerequisite: 232, 233 or

permission of instructor. Normative issues in

and regulation of financial institutions, the

analysis of money and capital markets, and

empirical studies on financial institutions and

financial markets. Topics to be covered vary.

Course may be repeated for credit.

“At Haas I had the

opportunity to work

with various cool companies

on cutting-edge

technologies and realworld

issues: strategic

marketing with; branding with Preview Travel;

distribution strategy for; and

product marketing for the San Francisco

Symphony. My favorite professor was Sara

Beckman, who taught the New Product

Development class. She always encouraged

a dynamic class discussion and brought

real-life examples to the class. Also, when

my project group had difficulty finalizing our

product concept, she gave us tremendous

support and encouragement, which enabled

us to continue on the project and eventually

come up with a functional prototype.”

Junko Finke, MBA 99

Product Manager

WebTV Networks (Microsoft Corporation)

Mountain View, CA


“My most formative experience

at Haas was working

on team projects. One project

in particular stands out

as an incredible learning

experience. It was a project

for Paul Tiffany’s

Competitive Strategy class.

My classmates and I helped

a startup in Los Angeles analyze its business

plan and develop its marketing strategy. The

technology we researched was IP telephony,

the ability to place phone-to-phone calls over

the Internet, specifically for the US and Asian

markets. The greatest learning from the project

was the passion and hard work necessary

to develop a startup. The Haas team

was able to help the founders focus on sustainable

competitive advantages.”

Following a stint as an investment banking

associate at Bank of America in San

Francisco, Chan has been working at Hewlett

Packard, where she provides financial support

for HP’s marketing business development

team. She and husband Tom have been

providing support of a different kind to their

first child, daughter Sydney, who was born

on July 1st.

Annie Chan, MBA 99

Business Development Analyst

Hewlett Packard

Mountain View, CA

236. Futures and Options Markets (2). Prerequisite:

233. Normative models for investment management,

valuation of securities, behavior of

security prices, the function and regulation of

security markets, and empirical studies on

securities prices and portfolio behavior.

Topics covered vary. Course may be repeated

for credit.

237. Advanced Topics in Corporate Finance (2).

Prerequisite: 234 or permission of instructor.

This course examines advanced topics in corporate

financial management, corporate control,

financial contracting, commercial and

investment banking, and financial market

innovation. Focus and topics vary with

instructor. Course may be repeated for credit.

239. Investment Strategies and Styles (2).

Prerequisites: 203 plus one additional graduate

finance course. 220 or 222 is strongly

recommended. Introduction to alternative

investment strategies and styles as practiced

by leading money managers. Practicing

money managers discuss their general investment

philosophies. Students analyze the

investment merits of specific companies via

in-class discussions with the instructor and

money managers.

240. Introduction to Management Science (3).

Prerequisites: 200 and 204, or equivalents.

Survey of management science and its application

to business problems. The techniques

covered include linear programming, integer

programming, nonlinear programming, network

optimization, project management,

queuing theory, simulation, dynamic programming,

and heuristics.

241. Strategic Planning of Production and Operations

(2). Prerequisite: 204. Strategic issues

involved in planning the production and logistics

of a firm and models of those functions

that are useful for the firm’s strategic planning.

Topics include models of a firm’s capacity

expansion, facility location, technology

selection decisions, learning curve strategies,

and industry cost models.

242. Introduction to Operations Management (3).

Prerequisite: 204 or consent of instructor.

This course is an introduction to production

and operations management that includes

two or three visits to manufacturing plants

and discussions of manufacturing systems

(continuous production, batch production,

multiple products, assembly line, and various

hybrids of pure systems). Special attention is

paid to the analysis of the technologies and

systems used in the plants visited.

243. Decisions, Games, and Strategies (3). The

course considers two techniques for guiding

a managerial decision maker who has to

make a choice now but will only know later

whether the choice was good. Decision

analysis helps if the outcome of the choice

depends on “nature;” game models help if the

outcome depends on human opponents (e.g.,

competitors). Foundations of the two techniques

and a variety of applications are studied.

248A. ITM: Data Management (4). Prerequisite:

208 or equivalent. The importance of data as

a corporate resource requires that it be effectively

managed by a business organization in

order to remain competitive. This course covers

the subject of data management in organizations,

with an emphasis on the process of

organizational information modeling through

the use of CASE technologies and its strategic

importance. Topics include information

modeling, CASE and other database strategies,

data communication issues, distributed

and client-server computing, business

process reengineering, legacy systems, and

data quality.

248B. ITM: Systems Analysis and Design (3).

Prerequisite: 208 or equivalent. The goal of

this course is to provide future general managers

and information systems specialists

with expertise in aspects of utilizing information

in decision making. Topics covered

include the role of information systems in

organizations; system analysis; trade-offs and

economic consideration in system development;

hardware selection; and review of technological

advancements relevant to modern

organizations. The practical value of the topic

is illustrated via term projects and guest lectures.

248C. ITM: Managerial and Organizational Issues

(2). Prerequisite: 208 or equivalent. The primary

purpose of this course is to provide an

understanding of how information technology

can be used within a business enterprise

to achieve competitive advantage. Topics

include strategic planning for the introduction

of advanced computer and communication

technologies, implementation of information

technology as an organizational change

process, and planning and forecasting for

emerging trends in information technology. A

management perspective is maintained

throughout; the technical issues introduced

are subordinate to this management perspective.

This course makes extended use of case


248D. ITM: Telecommunications and Distributed

Processing (3). Prerequisite: 208 or equivalent.

This course is intended for students who wish

to gain a better understanding of one of the

most important issues facing management

today – designing, implementing, and managing

telecommunication and distributed computer

systems. The following topics are covered:

a survey of networking technologies;

the selection, design, and management of

telecommunication systems; strategies for

distributed data processing; office automation;

and management of personal computers

in organizations. The course includes several

guest lectures by managers from various


251. Human Resources Management (3).

Prerequisite: 205 or consent of instructor. A

study of the problems and techniques associated

with managing the personnel function.

Topics include the processes of recruitment,

selection, placement, training, and evaluation

of people within organizations. The role of the

staff manager with respect to the planning

and design of tasks and the allocation of people

is considered, with emphasis on the implications

of research for management problems

and policies.

252. Negotiations and Conflict Resolution (3). A study

of the negotiations process, including negotiations

among buyers and sellers, managers

and subordinates, company units, companies

and organizational agencies, and management

and labor. Both two-party and multiparty

relations are covered. Coursework

includes reading, lectures, discussion of case

material, and simulations of real negotiations.

Emphasis on the role of third parties in resolving


255. Employment and Pay Policy (3). A study of

employment discrimination and unemployment,

including analyses of wage and salary

administration and labor market behavior of

occupational groups (production and clerical

workers, managerial and professional workers);

as well as problems of wage and income

policies of the firm, union, and the national


257. Power and Politics in Organizations (3).

Prerequisite: 205 or consent of instructor.

This course addresses how organizations distribute

various resources and how managers

can learn where these resources are concentrated

and where they are scarce. Topics

include communication skills, control issues,

rewards and penalties, and politics within the


258. Creativity in Business (3). Prerequisite: 205

or consent of instructor. This course examines

the concept of creativity, bringing to light

its nature in individuals, groups, and organizations.

The course uses reading materials,

cases, classroom and home exercises to help

students understand and be able to use creativity

in their own working lives.


259. Special Topics in Organizational Behavior and

Industrial Relations (2-3). Prerequisite: 205 or

consent of instructor. This course analyzes

recent literature and developments related to

such topics as organization development,

environmental determinants of organization

structure and decision-making behavior,

management of professionals, management

in temporary structures, cross-cultural studies

of management organizations, and industrial

relations systems and practices. Course

may be repeated for credit.

260. Consumer Behavior (2). Prerequisite: 206 or

equivalent. This course examines concepts

and theories from behavioral science useful

for the understanding and prediction of marketplace

behavior and demand analysis. It

emphasizes applications to the development

of marketing policy planning and strategy

and various decision areas within marketing.

261. Marketing Research: Techniques and Data

Analysis (3). Prerequisites: 200S and 206, or

equivalents. This course develops the skills

necessary to plan and implement an effective

market research study. Topics include

research design, psychological measurement,

survey methods, experimentation, statistical

analysis of marketing data, and effective

reporting of technical material to management.

Students select a client and prepare

a market research study during the

course. Course intended for students with

substantive interests in marketing.

262A. Brand Management and Strategy (3).

Prerequisites: 202B and 206, or equivalents.

The focus of this course is on formulating

and critiquing complete marketing programs

including product, price, distribution, and

promotion policies. There is heavy use of

case analysis. Course is designed for those

who will take a limited number of advanced

marketing courses and wish an integrated


262B. Internet Strategy (3). Prerequisites: BA

206 or equivalent. The objective of this

course is to examine the potential of the

Internet for firms’ strategies in marketing

goods and services. It will (1) introduce a

framework to analyze the Internet’s impact

on the communication between firms and

consumers and among consumers themselves,

(2) develop concepts that are useful

in evaluating new opportunities that arise

from the way the Internet changes communication,

and (3) apply these insights to strategic

marketing decision making.

263. Management of New Products (2).

Prerequisites: 202B and 206, or equivalents.

Analysis of methods of new product development

and introduction, product portfolio

management, and pricing tactics in a variety

of settings for both new and mature products.

264. High Technology Marketing Management (3).

Prerequisite: 206 or equivalent. High technology

refers to that class of products and

services that is subject to technological

change at a pace significantly faster than for

most goods in the economy. Under such circumstances,

the marketing task faced by the

high-technology firm differs in some ways

from the usual. The purpose of this course is

to explore these differences.

265. Advertising Management (2). Prerequisite:

206 or equivalent; 260 is recommended. A

specialized course in advertising, focusing on

management and decision making. Topics

include objective setting; copy and media

decisions; budgeting; and examination of

theories, models, and other research methods

appropriate to these decision areas.

Other topics include social/economic issues

of advertising and not-for-profit organizations.

266. Channels of Distribution (2). Prerequisites:

202B and 206, or equivalents. The success

of any marketing program often depends

heavily on its co-execution by members of

the firm’s distribution channel. This course

seeks to provide an understanding of how

the strategic and tactical roles of the channel

can be identified and managed. This is

accomplished, first, through studying the

broad economic and social forces which govern

the channel evolution. It is completed

through the examination of tools to select,

manage, and motivate channel partners.

267. Global Marketing Strategy (2). Prerequisites:

206. This course will cover a wide variety of

topics relating to the management of international

marketing strategy, including frameworks

for developing international marketing

strategy; sources and sustainability of competitive

advantage; international market

structure analysis; market entry strategy; and

integration of marketing strategy with other

functional strategies.

268. Seminar in Marketing Management (2).

Prerequisite: 206 or equivalent. Advanced

selected topics in marketing. Intended principally

for MBA students. Topics vary from

year to year.

271. Managing the Political Environment of Business

(2-3). Prerequisite: 207 or equivalent, or consent

of instructor. This course examines the

methods and strategies by which business

enterprises and associates attempt to influence

public policies, primarily in the US, with

some comparison to Western Europe and

Japan. A combination of scholarly articles,

current periodicals, and case studies

explores the processes of government decision

making and policy implementation and

how they affect and are affected by business

interests and institutions.

272A-B. Comparative and International Business

and Public Policy (2-3). Prerequisite: 207 or

consent of instructor. Both courses examine

and compare business-government relations,

the public policy process, business enterprise

systems and public policies toward

business in Europe (272A) and the Pacific

Rim (272B). Courses also explore the relations

between the US and Europe and Pacific

Rim nations respectively.

273. Managing in the Public and Nonprofit Sectors

(3). Prerequisites: MBA core courses, or consent

of instructor. A “capstone” course for

second-year MBA students who have an

interest in nonprofit organizations, either as

potential managers or as members of

boards of trustees. It is interdisciplinary in

nature and builds upon coursework in all

areas of business administration. Topics

include but are not limited to legal issues,

fundraising, volunteers, financial management

issues, and economic relationships

with government.

274. Management of Innovation and Change (3).

This course is designed to introduce students

to the innovation process and its management.

It provides an overview of technological

change and links it to specific strategic

challenges; examines the diverse elements

of the innovation process and how

they are managed; discusses the uneasy

relationship between technology and the

workforce; and examines challenges of managing

innovation globally.

Haas was the only business

school I considered,

for the following

reasons,” says Joao

Adao. “First, there is San

Francisco, probably the

most balanced city in

the US, with its amazing

mix of outdoor life, international influences,

and cultural lifestyle. Second, my classmates

at Haas tended to be more creative

and more interesting than MBA students I

met from other programs. Third, Silicon

Valley is the epicenter of the biggest economic

transformation since the industrial

revolution. The Haas School’s relationship

with the high-tech world can be seen in

every part of its MBA program.”

Capitalizing on the cachet of his degree

from Haas, Adao recently became Director

of Global Broadband Product Management

at United Pan-European Communications

N.V. (UPC). With its headquarters in

Amsterdam, UPC is one of the leading

broadband communications companies in

Europe, active in 17 countries and employing

more than 11,000 people. Adao, a

native of Portugal, says that it suits him

having his home base in the Netherlands.

“Amsterdam is much more exciting than

Lisbon--although I will go back to Portugal

for beach weekends when the lack of sun

becomes unbearable!”

Joao Adao, MBA 99

Director of Global Broadband Product


United Pan-European Communications

Amsterdam, The Netherlands


278. Special Topics in Business and Public Policy (1-

3). Prerequisite: 207 or equivalent, or consent

of instructor. Topics vary by semester at the

discretion of instructor and by student

demand. Topical areas include business and

professional ethics and the role of corporate

social responsibility in the mixed economy;

managing the external affairs of the corporation,

including community, government,

media, and stakeholder relations; management

of innovation and change, including

technology policy, research and development,

and the effects of government regulation

of business on technological innovation

and adoption.

280. Real Estate and Urban Land Economics (3).

Prerequisite: consent of instructor. Intensive

review of literature in the theory of land utilization,

urban growth, and real estate market

behavior; property rights and valuation;

residential and nonresidential markets; construction;

debt and equity financing; and

public controls and policies.

281. Special Topics in Real Estate Economics and

Finance (1-3). Course may be repeated for

credit. Prerequisites: 280 and consent of

instructor. Topics vary each semester. Topic

areas include advanced techniques for real

estate financial analysis and structuring and

evaluation; the securitization of real estate

debt and equity; issues in international real

estate; the cyclical behavior of real estate

markets; portfolio theory and real estate

asset allocation.

“As president of the

Consulting Club at Haas, I

was involved in organizing

events for student members,

such as Meet the

Firm Night, where students

mingle with the leading

consulting firms recruiting

on campus, as well as

assisting students in their consulting interview

preparation through workshops and

reference materials. Taking on this extra

responsibility provided me the opportunity

to work closely with the committed and

energetic club members who were eager to

assist aspiring consultants in their pursuit of

this career path. Given that so much at Haas

is initiated and managed by students, participation

is a great way to feel connected to

the Haas community.”

Anna Bogardus, MBA 99


McKinsey & Company

Melbourne, Australia

282. Seminar in Urban Economic Resource Policy

(3). Prerequisite: consent of instructor. The

interaction of the private and public sectors

in urban development; modeling the urban

economy; growth and decline of urban

areas; selected policy issues: housing, transportation,

financing, local government,

urban redevelopment, and neighborhood

change are examined. Course may be

repeated for credit.

283. Real Estate Financing (3). Prerequisites:

280 and core courses. This course introduces

the fundamentals of real estate financial

analysis, including elements of mortgage

financing and taxation. The course

applies the standard tools of financial analysis

to specialized real estate financing circumstances

and real estate evaluation.

284. Seminar in the Management of Real Estate

Enterprises (3). Prerequisite: consent of

instructor. Review and evaluation of the

process of managing real estate companies

including REITs, REOCs, investment partnerships,

developers, service providers, and corporate

real estate. Areas of study include

strategic market positioning, development

and maintenance of core competencies, creation

of sustainable competitive advantage,

alternative organizational structures, merger

and acquisition, new product roll-out, and

use of strategic alliances.

285. International Finance (3). Prerequisite:

201A, 201B, and 203. This course introduces

students to the institutions and operation

of the international macroeconomic

environment; special attention is paid to

international financial arrangements relevant

for managers of multinational corporations.

Topics include foreign exchange and

capital markets, the balance of payments,

open economy macroeconomics, exchange

rate determination, history of the international

financial system, arbitrage and hedging,

and international aspects of financial


287. Theory and Institutions of International Trade

(3). Prerequisite: 201A. The course focuses

on determinants of global trade flows, patterns

of international competition, and governmental

policies affecting international

trade. Topics include tariff and nontariff barriers

to trade, industrial policies in declining

and emerging industries, strategic trade policy,

US trade law, bilateral and multilateral

approaches to trade liberalization, and current

issues in international trade policy.

290A. Managing the New Product Development

Process (3). An operationally focused course

that aims to develop the interdisciplinary

skills required for successful product development.

Through readings, case studies,

guest speakers, applied projects, and student

research, students discover the basic

tools, methods, and organizational structures

used in new product development

management. The course covers process

phases: idea generation, product definition,

product development, testing and refinement,

manufacturing ramp-up, and product


290B. High-Tech Product Design and Rapid

Manufacturing (3). This course will study

CAD/CAM, rapid-prototyping, metal-products,

semiconductors, electronic packaging,

biotechnology, robotics technologies, and

includes a hands-on laboratory using CAD

and manufacturing techniques. Economic

and social drivers, organizational structure,

product-life-cycle and future trends are also


290C. International Trade and Competition in High

Technology (2). This course looks at who is

winning or losing and why in international

competition in high-technology industries. It

will emphasize the interaction between business

strategies and the economic and political

variables that shape the development

and diffusion of new technologies.

290D. Strategic Computing and Communications

Technology (3). This course studies factors

strongly impacting the success of new computing

and communications products and

services (based on underlying technologies

such as electronics and software) in commercial

applications. Technology trends and

limits, economics, standardization, intellectual

property, government policy, and industrial

trends will be considered. The course

will also consider strategies to manage the

design and marketing of successful products

and services.

290K. Design as a Strategic Management Issue (2).

This course is a study of product design,

facilities design, and corporate identity

design. It will cover how these design strategies

are integral to product development

and influence customer satisfaction, quality

issues, manufacturing procedures and marketing


290L. Project Management Case Studies (2). This

course presents case studies of projects that

required intervention to avert catastrophic

failure. Students will discuss case studies

and review real management problems of

major corporations. They will create strategic

plans to alleviate problems and learn

how to manage a large project to a successful


290Q. Quality Improvement: Strategy, Processes,

and Customers (3). This course is intended to

provide a strong introduction to contemporary

issues concerning product and service

quality. A major premise is that quality competition

has moved rapidly to the foreground

as a major arena for competitive struggles,

and firms that fail to recognize its importance

and develop effective organizational

responses will fall by the wayside.

291A. Leading out Loud (2). Future leaders must

be capable of inspiring commitment in their

constituencies rather than merely demanding

compliance. This course teaches future

leaders the elements that are essential to

inspire such change. The instructor solicits

students’ personal convictions, then provides

a structure and method for effectively

communicating these beliefs. Participants

will develop confidence in both the content

of their message and in their ability to convey



291B. Topics in Managerial Communications (1-3).

Course may be repeated for credit. This

course provides the student specialized

knowledge in some area of managerial communications.

Topics include multimedia

business presentations, personal leadership

development, diversity management, and

making meetings work. Topics vary from

semester to semester.

293. Individual Supervised Study for Graduate

Students (1-3). This course is for individually

supervised study of subjects not available to

the student in the regular schedule,

approved by a faculty advisor as appropriate

for the student’s program. May be repeated

for credit.

294. Selected Topics for MBA Students (1). This

course focuses on a specific industry, field of

management, or region of the world and is

initiated and organized by students. It is usually

a survey course. Topics vary from year

to year and are announced at the beginning

of each semester. Different sections may be

taken for credit, but only two units may be

used towards the units required for graduation.

Examples from past years include:

Consulting, Wine Industry, Doing Business

in China, Issues in Biotechnology, Real

Estate, Economics of Developing Countries,

Environmental Issues, Pacific Rim Issues,

and the Haas Investment Club.

295A. Entrepreneurship (3). Prerequisites: all

core courses or equivalents. This course is

about how to start a new business and how

to write a business plan. Students are organized

in teams of four around new venture

ideas of their own choosing. They conduct

research, consult with members of the business

community, perform analysis, and write

a formal business plan. They then present

an appeal for funding to a panel consisting

of the instructors and members of the

investing community.

295C. Special Topics in Entrepreneurship (1-3).

Courses of this kind cover issues in entrepreneurship

that either appeal to a specialized

interest in the kind of firm being started

(e.g., new ventures in computer software) or

in the aspect of the entrepreneurial process

being considered (e.g., new venture funding).

The courses typically are designed to

take advantage of the access offered by the

university and the locale to knowledgeable

and experienced members of the business


295D. New Venture Finance (2). Prerequisites:

295A or consent of instructor. This course is

about financing new entrepreneurial ventures,

emphasizing those that have the possibility

of creating a national or international

impact or both. The course will take two perspectives

– the entrepreneur’s and the

investor’s – and it will place a special focus

on the venture capital process, including

how they are formed and managed, accessing

the public markets, mergers, and strategic


296. Special Topics in Business Administration (1-

3). Advanced study in various fields of business

administration. Topics vary from year

to year and are announced at the beginning

of each semester. Examples include:

International Supply Chain Management

(Swaminathan), Japanese Management

(Cole), Health-care Finance (Gertler),

International Business and Japan (Lincoln),

Nonprofit Marketing (Kehret-Ward),

Business and Culture in Latin America

(Casanova), Strategic Computing and

Communications Technology

(Messerschmitt and Varian), Managing in

the Service Sector (Comann), Nonprofit

Boards (Heinrich), and Public and Nonprofit

Management Seminar (Euske).

297A-B. International Business Development (3).

This course explores the issues of conducting

business in an international context,

including an analysis of project management,

information resources, and cultural

differences. The three-week project, typically

in a developing economy, provides a reallife

application of the theories of the first

year MBA courses. The fall segment highlights

the presentations of each returning

team on their project findings and experiences.

In past years, projects have been

undertaken in Bangladesh, Bolivia, China,

Costa Rica, Egypt, Ghana, Indonesia,

Malaysia, Mexico, Nicaragua, Peru, the

Philippines, Russia, Tibet, and Vietnam.

299. Selected Strategy Courses. In either semester

of their second year, students take a

strategy course from a set of courses that

have been approved by the faculty to fulfill

the strategy requirement. The courses available

vary from year to year and provide the

student with either two or three units of

credit depending upon the course taken.

The following strategy courses were

approved for 1998-99:

299B. Competitive and Corporate Strategy (3).

Prerequisite: all core courses. This course

examines optimal production and pricing

policies for firms in competitive environments;

optimal strategies through time;

strategies in the presence of imperfect information.

It also looks at how differing market

structures and government policies (including

taxation) affect output and pricing decisions.

Social welfare implications of decisions

by competitive firms are also explored.

299C. Organizing for Strategic Advantage (3).

Prerequisite: all core courses. The course

examines current models of strategy, structure,

process interaction, and their historical

foundations. Students will apply current

theory to traditional cases and to current

examples of organizational adaptation in

the business press. In addition the course

will examine in detail emerging patterns of

strategy, structure, and process – the beginnings

of what appear to be new organizational

forms. Finally, comparisons will be

drawn between US and foreign patterns of


“If both of us weren’t

here in the wine country,

I think we would

be on a large Central

Valley farm,” says Dan

Duckhorn of himself

and his son David

Duckhorn, both of

whom graduated from the MBA program at Haas.

“Farmers are on both sides of our family-it’s in our

blood.” The Duckhorns have as great an affinity for

business as farming: Duckhorn Vineyards, run by

Dan, has grown from 7 to 320 planted acres of

estate-owned vineyards and from 5 to 60 investor

families since being founded by the senior Duckhorn

in 1976. David Duckhorn, who joined the family business

during his last semester at Haas, left his position

as CFO of Duckhorn Vineyards in 1999 to work at

Capstone Turbine in Los Angeles. But his father’s

words proved true: in 2001 David returned to the

wine country and the family wine business—albeit on

his wife’s side of the family this time—to be partner in

Milat Winery, an up-and-coming boutique winery in

St. Helena whose grapevines date back to 1882.

Dan Duckhorn, BS 60, MBA 62 (right)

President and Chairman

Duckhorn Vineyards

St. Helena, CA

David Duckhorn, MBA


Milat Winery

St. Helena, CA

299D. Strategic Market Planning (2). Prerequisite:

all core courses. This course covers strategic

planning theory and methods with an

emphasis on customer, competitor, industry,

and environmental analysis and its application

to strategy development and choice.

299E. Global Strategy and Multinational Enterprise (3).

Prerequisite: all core courses. This course

identifies the management challenges facing

international firms. Attention to business

strategies, organizational structures, and the

role of governments in the global environment.

Special attention is paid to the challenges

of developing and implementing

global new product development strategies

when industrial structures and government

policies differ. It deals with the efficacy of

joint ventures and strategic alliances, and

the implications for industrial policy and

global governance.

299F. Strategic Planning: Perspectives and Decisions

(3). Prerequisite: all core courses. This course

develops concepts of strategy and planning.

Several major types of planning models and

techniques are evaluated for strategic policy

choices, organizational design, and the allocation

of resources.

299G. Strategic Management of Health Services (3). In

this course, students will learn how to manage

health care organizations from a strategic

perspective. It examines a variety of

issues in strategy formulation, content,

implementation and performance. Emphasis

is on the manager’s role in simultaneously

taking into account internal and external factors

to improve organization and system performance

in meeting the health needs of

individuals and communities.


San Francisco

With its steep hills, cable cars,

and bridges, San Francisco is

regarded as one of the most

scenic and charming cities in

the world. Surrounded on three

sides by the Pacific Ocean and

San Francisco Bay, the city

offers spectacular views in

every direction.

San Francisco is home to internationally

acclaimed museums,

orchestras, opera, ballet, and

theater. The city’s rich ethnic

diversity produces such activities

as nationally known jazz

and blues festivals and the

Chinese New Year celebration.

Comedy clubs, concert halls,

nightclubs, movie theaters, and

critically acclaimed restaurants

all contribute to an array of

entertainment possibilities.

A fascinating mix of neighborhoods

contribute to San

Francisco’s cosmopolitan

atmosphere. Chinese and Italian

restaurants compete for patrons

in North Beach. Remnants of

hippie culture survive in Haight-

Ashbury’s quaint Victorian

townhouses, while the city’s

Spanish heritage is apparent in

the historic Mission District.

Department store shoppers fill

the sidewalks around Union

Square, and tourists flock to

Fisherman’s Wharf.

San Francisco is less than half

an hour from Berkeley by car

(via the Bay Bridge) or by the

Bay Area Rapid Transit (BART)

system, which has a station in

downtown Berkeley one block

from campus. Additional public

transportation within San

Francisco is provided by MUNI

streetcars and buses.


Haas School Advisory Board

Ms. Margo N. Alexander


Mitchell Hutchins Asset

Management Inc.

Paine Webber

Mr. Gerson P. Bakar


Gerson Bakar & Associates

Mr. Richard C. Blum

President & Chairman

BLUM Capital Partners

Mr. W. Michael Blumenthal

Former Secretary of the


Retired Chairman & CEO,


Mr. Thomas P. Broderick


Arthur Andersen LLP

Mr. M. Anthony Burns

Chairman & CEO Retired

Ryder System, Inc.

Mr. John B. Caouette

Vice Chairman

MBIA Insurance Corporation

Mr. Kellogg Chan

Attorney at Law

Retired Chairman, President &


East-West Bank

Mr. Richard A. Clarke

Retired Chairman & CEO

Pacific Gas & Electric Co.

Mr. A.W. Clausen

Retired Chairman & CEO

BankAmerica Corporation

Mr. Paul J. Cortese


Cortese Investment Company

Mr. William F. Cronk


Dreyer’s Grand Ice Cream, Inc.

Ms. Barbara J. Desoer

Executive Vice President &

Director of Marketing

Bank of America

Mr. James J. Didion


CB Richard Ellis & J.J.D.

Properties Ltd.

Ms. Stephanie DiMarco


Advent Software, Inc.

Mr. Stephen Domenik

General Partner

Sevin Rosen Funds

Mr. Myron Du Bain

Retired Chairman & CEO

Fireman’s Fund Corporation

Ms. Patricia C. Dunn

Global Chief Executive

Barclays Global Investors

Mr. Donald G. Fisher

Founder & Chairman

Gap Inc.

Ms. Kim Fisher

Former CEO, AudioBasket, Inc.

Managing Director

Women’s Technology Cluster

Mr. Anthony M. Frank


Belvedere Capital Partners

Mr. M. Arthur Gensler

Chairman & CEO

Gensler and Associates

Mr. David L. Gorham

Mr. Robert D. Haas

Chairman of the Board

Levi Strauss & Co.

Mr. Walter J. Haas

Haas Baseball Company

Mr. William R. Hambrecht

W R Hambrecht + Co

Mr. Paul Hazen

Chairman and CEO Retired

Wells Fargo

Chairman of the Board

Accel-KKR Telecom

Mr. F. Warren Hellman


Hellman & Friedman LLC

Mr. Leo Helzel

Attorney at Law

Adjunct Professor

Haas School of Business

Mr. Stephen B. Herrick


Continental Capital Corporation

Mr. Kan Higashi

President, CEO

Orillion Corporation, Japan

Mr. Richard J. Holmstrom

Vice Chairman

Menlo Equities LLC

Mr. Clarence W. Houghton

Retired Partner

Deloitte & Touche

Mr. Ta-Lin Hsu


H&Q Asia Pacific

Mr. Murray H. Hutchison

Sunrise Medical Inc.

Mr. Mark Kvamme


Sequoia Capital

Mr. Peter V. Kwok


South East Asia Wood

Industries Holdings Limited

Mr. W. Howard Lester

Chairman & CEO

Williams-Sonoma, Inc.

Mr. W. Michael Long

Retired Chairman

Healtheon/Web MD

Ms. Nancy K. Lusk

Co-Chairman of the Board


Mr. Charles A. Lynch


Market Value Partners


Mr. Alex J. Mandl

ASM Investments

Mr. Regis McKenna


The McKenna Group

Mr. Gilbert M. Meyer


Avalon Bay Communities

Ms. Carol M. Meyer


Greenbriar Homes Inc.

Mr. Jorge P. Montoya

President, Global Food &


President, Latin America

The Proctor & Gamble


Mr. Lynn V. Odland

Chief Executive Officer

Deloitte Touche Tohmatsu

Ms. Liz Robbins


Liz Robbins Associates

Mr. George R. Roberts

General Partner

Kohlberg Kravis Roberts &


Mr. Harvey A. Rowen

Managing Director

Starmont Asset

Management LLC

Mr. Theodore J. Saenger

Retired President & CEO

Pacific Bell

Mr. Arun Sarin


Accel-KKR Telecom

Mr. Thomas C. Schneider

Executive Vice President

Morgan Stanley

Mr. Gary W. Schreyer

Mr. Peter O. Shea


J.F. Shea Construction, Inc.

Mr. Roger S. Siboni

President and CEO

E.piphany, Inc.

Mr. Warren L. Simmons

Retired Chairman & Founder

Pier 39 & Chevy’s Mexican


Mr. Larry W. Sonsini


Wilson, Sonsini, Goodrich &


Mr. William J. Spencer

Chairman Emeritus


Mr. Warren E. Spieker

Former Chairman

Spieker Properties, Inc.

Mr. Paul H. Stephens

Managing Director

R.S. Investment


Mr. William S. Thomas, Jr.

President & CEO

Santa Barbara Bank & Trust

Mr. Trevor D. Traina


SchemaLogic Corporation

Mr. Thomas W. Tusher

Retired President & COO

Levi Strauss & Co.

Dr. Laura D’Andrea Tyson


Haas School of Business

Mr. Egon von Kaschnitz

Retired President & CEO

Zierer Visa Service, Inc.

Mr. John H. Williford


Menlo Logistics, Inc.

Mr. Osamu Yamada (Sam)

Retired Chairman

Bank of California, N.A.

Bay Area Map

Traveling to the Bay Area

Travelers to the San Francisco Bay Area may fly into

either Oakland or San Francisco. The San Francisco

International Airport is located on the peninsula south of

the city, across the bay from Berkeley. The Oakland

International Airport is smaller and closer to Berkeley. A

taxi to Berkeley costs around $40 from Oakland and

$60 from San Francisco. Airport shuttles provide doorto-door

service from both airports to East Bay cities for

approximately $20 to $30 per person.

Point Reyes




Santa Rosa







Airport Shuttles to Berkeley

• Bayporter (both airports) 1-510-864-4000 or

1-877- 467-1800

• Bay Shuttle (San Francisco airport only)

1-415-564- 3400

• International Shuttle (both airports) 1-800-811-9773

• City Express Shuttle & Limo (both airports)

1-888-874- 8885

San Rafael


Golden Gate Bridge


San Francisco


San Mateo





Silicon Valley

Palo Alto




Bay Bridge




San Francisco


San Mateo Bridge











of California,











San Jose


San Jose





Walnut Creek


Ashby Ave. turns into

Highway 13

• East Bay Airport Express (Oakland airport only)


Public Transportation to Berkeley

The Berkeley campus is located one block from the downtown

Berkeley BART (Bay Area Rapid Transit) station. Until

the completion of the San Francisco Airport BART station

(now under construction), public transportation from SFO

to Berkeley will be slow and inconvenient; we recommend

that you use an airport shuttle instead (see above). From

the Oakland Airport, take the AirBART shuttle ($2; purchase

your ticket in the terminal before boarding the shuttle)

to the Coliseum/Oakland Airport BART station. Then

take the Richmond BART train (about $2) to the Berkeley

station. Walk to the Haas School, or board the UC Berkeley

Campus Perimeter Shuttle ($0.25) at the corner of

Shattuck Avenue and Center Street, in front of Bank of

America. Get off at the Haas School stop.

Driving Directions to Berkeley

From Oakland Airport: take 880 North to Oakland; then

take 80 East to Berkeley. From San Francisco Airport:

take 101 North to San Francisco; continue on 80 East

across the Bay Bridge to Berkeley. When you reach

Berkeley, exit at University Avenue and head east about

two miles to the campus. Turn left onto Oxford Street.

Turn right onto Hearst Street. Turn right onto Gayley Road

(which becomes Piedmont Avenue). The Haas School is

on the right side, across from Memorial Stadium.


Parking is very limited on the Berkeley campus and parking

regulations are strictly enforced. Parking is available

for a fee at the following locations:

• Sather Gate Garage. On Durant between Dana and

Telegraph (Durant is one-way going east).

• UC Student Union Garage. On Bancroft just below

Telegraph (Bancroft is one-way going west).

• Public Parking Lot. On Durant at College.








Campus Map











LeRoy Ave







© 1999, The Regents of the University of California. All rights reserved

Design: Reineck & Reineck San Francisco

Ridge Rd

Arch St

Spruce St

Walnut St



School of



LeConte Ave

Oxford St



Euclid Ave

























Highland Pl






Hearst La Loma Ave







Lawrence Rd





Hearst Ave




School of











Shattuck Ave


0 100 m







Seaborg Rd




Strawberry Creek Nort


Nat’l Energy

































500 ft


W i











of Health



t u






Cyclotron Rd















r a







l A r e a



















Transit &






Walnut St

Walnut St




UC Press










and Plant

































University Dr



Gayley Rd





Moffitt $











Shattuck Sq



Le Conte















Le Conte





















Oxford St

South Dr

o o d

s p

e e d N

a t u r a

Straw berry Creek

Berkeley Sq

Stadium Rim Way

G r i n n e

University of






















Campanile Way

N a t u r

a l

A r e







r e a









Cross Campus Rd
















Eshleman Rd


















Health &





Piedmont Ave










Hall Cheit






















22222224 2232 2234 2251





Morrison Structure









César E. Chavez Fountain


Center $


































Dana Ct






Barrow Lane











Bancroft Way

















Bancroft Way






























of Anthropology

UC Berkeley

Art Museum/

Pacific Film











MLK Student

Union Garage

(underground) V



















Shattuck Ave





Durant Ave









Warring St

Durant Ave










Parking &


2535 Channing





City Club







Panoramic Way


Fulton St







Unit 1









Prospect St




Unit 3






Channing Way








College Ave




Bowditch St

Anna Head

Parking Lot



Telegraph Ave

Dana St

Ellsworth St














Warring St

Haste St

Haste St




Hillside Ave

Piedmont Ave


Housing &

Dining Services

2401 Bowditch







Anna Head


Parking Lot




Unit 2















Dwight Way




Dwight Way

Dwight Way


Books Moe’s

Books Shambala



Dwight Way

Piedmont Cresc






Dwight -












Check Out the Haas Web Site

The Haas School was one of the first business schools with

its own web site. The Haas home page currently features

up-to-date news stories and over 80 links to Haas resources

and information. Prospective students will find not only the

latest news on visiting speakers and Haas events, but interactive

descriptions of Haas degree programs and online

application materials. Check it out at

2000-2001 Academic Calendar

Fall Semester 2001

Fee Payment Due Wednesday, August 15

University of California

Benjamin Hermalin,


Haas Summer Workshop begins Monday, August 6

Haas Orientation August 18-27

Fall Semester Begins Tuesday, August 21

Haas Waiver exams August 22-23

Haas MBA classes begin Monday, August 28

Labor Day holiday Monday, September 3

Haas first year mid-terms October 1-8

Veterans Day holiday Monday, November 12

Big Game (CAL vs. Stanford) Saturday, November 17

Thanksgiving Holiday November 22-23

Instruction ends Saturday, December 8

Final Examinations December 12-20

Fall Semester ends Thursday, December 20

Winter Holiday December 24-25

New Year's Holiday December 31 and January 1

Spring Semester 2002

Fee Payment Due Tuesday, January 15

Spring Semester Begins Tuesday, January 15

Martin Luther King holiday Monday, January 21

Haas MBA classes begin Tuesday, January 15

Presidents' Day holiday Monday, February 18

Spring recess March 25-29

Spring Holiday Friday, March 29

Instruction ends Tuesday, May 14

Final examinations May 17-25

Spring semester ends Saturday, May 25

Memorial Day holiday Monday, May 27

Independence Day Thursday, July 4


The University of California, in accordance with applicable federal and state law and University policy, prohibits discrimination,

including harassment, on the basis of race, color, national origin, religion, sex, physical or mental disability, medical condition

(cancer-related or genetic characteristics), ancestry, marital status, age, sexual orientation, citizenship, or status as a covered

veteran (special disabled veteran, Vietnam-era veteran or any other veteran who served on active duty during a war or in a campaign

or expedition for which a campaign badge has been authorized). This nondiscrimination policy covers admission, access,

and treatment in University programs and activities.

Inquiries may be directed as follows: Sex discrimination and sexual harassment: Carmen C. McKines, Title IX Compliance

Officer, 1-510-643-7985. Disability discrimination and access: Ward Newmeyer, A.D.A./504 Compliance Officer, 1-510-643-

5116 (voice or TTY/TDD). Age discrimination: Alan T. Kolling, Age Discrimination Act Coordinator, 1-510-642-8471. Other

inquiries may be directed to the Academic Compliance Office, 200 California Hall, #1500, Berkeley, CA 94720-1500; phone: 1-


Haas School


Laura D'Andrea Tyson, Dean

Associate Dean, Academic


Andrew Shogan, Associate

Dean, Instructional Activities

& Services

Jay Stowsky, Associate

Dean, School Affairs &


Teresa Costantinidis,

Assistant Dean, Budget &


JoAnn Dunaway and Marily

Howekamp, Interim Assistant

Deans for Development &

Alumni Relations

Barbara Horst, Assistant

Dean, Planning & Special


Paul Stames, Assistant Dean,

Executive Learning

Ilse Evans, Executive Director,

MBA Admissions & Career


Richard Kurovsky, Executive

Director, Marketing &


Jeremy Engel, Executive

Director, Lester Center for

Entrepreneurship & Innovation

Andrew Isaacs, Executive

Director, Management of

Technology Program

Sebastian Teunissen,

Executive Director, Clausen

Center for International

Business and Policy

Because the faculty and administration

of the Haas School of

Business are continually reviewing

the MBA program to give its students

the best possible educational

experience, the school reserves

the right to change at any time any

of its provisions, statements, policies,

curricula, procedures, regulations,

or fees.

MBA Program Staff

David H. Downes, MBA

Program Director

Bette Evans, Admissions

Office Manager

Debi Fidler, Director,

Financial Aid for MBA


Lee Forgue, Admissions


Kim Guilfoyle, Associate

Director, Student Services

Tiffany Grimsley, Admissions


Cindy Jennings, Admissions


Peter Johnson, Acting

Director, MBA Admissions

Faye Lawson, Assistant

Director, Student Services

Pamela Maestas,

Receptionist, MBA


Jett Pihakis, Acting Director,

MBA Admissions

Daniel F. Sullivan, Director,

Student Services

Karese Young, Admissions




Richard Kurovsky


Ute Frey

Jett Pihakis

Barbara Quick


Cuttriss & Hambleton


Jim Block

Michael Bruk

Chris Corsmeier

Timothy Hursley

Billy Hustace

Fred Mertz

Jeanne Strongin



University of California Berkeley

Haas School of Business


Full-time MBA Program 2002

440 Student Services Building #1902

Berkeley, CA 94720-1902

Tel 1-510-642-1405

Fax 1-510-643-6659



Important Contact Information

Haas MBA Admissions Office 1-510-642-1405

Haas Student Ambassadors 1-510-642-5610

(formerly known as Haas Visitation Program)

Director of Financial Aid for MBA Programs 1-510-643-1680

Bakar Computer Center 1-510-643-0433

Chetkovich Career Center 1-510-642-8124

Long Business & Economics Library 1-510-642-0370

Haas MBA Certificate Programs

Certificate in Corporate Environmental Management

Certificate in Entrepreneurship 1-510-643-4592

Certificate in Global Management 1-510-643-4999

Certificate in Health Management 1-510-643-1399

Certificate in Management of Technology 1-510-643-1398

Haas Concurrent Degree Programs

JD/MBA – Boalt Hall School of Law 1-510-642-2274

JD/MBA – Hastings College of the Law 1-415-565-4623

MBA/MA in Asian Studies 1-510-642-0333

MBA/MIAS in International and Area Studies 1-510-642-4466

MBA/MPH in Health Management 1-510-643-1399

Other Haas Educational Programs

Undergraduate Program 1-510-642-1421

Evening MBA Program 1-510-642-1406

MFE Program 1-510-642-4417

Ph.D. Program 1-510-642-1409

Executive Development 1-510-642-4735

University Contacts

Financial Aid Office 1-510-642-0485

Graduate Division Admissions 1-510-642-7405

Housing and Child Care 1-510-642-3642

International House 1-510-642-9470

International Student Services 1-510-642-2818

The Scholar’s Workstation (computer store) 1-510-642-8424

Early Childhood Education Program 1-510-642-1827

Other Contacts

Consortium for Graduate Study in Management 1-888-658-6814

Electronic Application – 1-800-419-5023

Electronic Application – PDF files

Federal Direct Loan Program

Free Application for Federal Student Aid (FAFSA)

Graduate Management Admissions Test (GMAT)

Test of English as a Foreign Language (TOEFL)

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