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N E B R A S K AN E B R A S K A JANUARJANUARYY 20200033
A Magazine for Alumni and Friends of the College of Business Administration at the University of Nebraska–Lincoln
University of NebraskaThe Gallup MBA/MA
Specialization in Executive Leadership
THE GALLUP ORGANIZATION
Dean Cynthia Hardin Milligan
. . . introducing, in
partnership with
The Gallup
Organization...
MBA and MA
degrees with a
specialization in
Executive
Leadership.
Dear Friends,
As I reflect over the events of the past year, I feel we are very fortunate. We haveincredible support from the alumni and friends of the College of BusinessAdministration. Our distinguished faculty and academic programs continue torank among the highest and our student body is excellent. We have completedour strategic plan, redefined our mission, focused on the future, and arecommitted to providing the highest standards in teaching, research, andexcellence to our constituents.
The importance of ethical leadership has never been more widely recognizedthan it is today. The effects of the recent failures in ethical corporate governancehave had a negative impact on the stock market and have underminedconfidence in corporate leadership. Our program in Business, Ethics, and Societyand the ethics education is integrated into our curriculum and receiving muchattention. As a leading business school, we must educate our students on thesubject of responsibility and the ethical choices they will be forced to make inthe business environment. This program was featured in the spring issue of ourelectronic magazine.
This issue of Nebraska Business focuses on leadership in its many forms.
The faculty of the College is active in leadership both in and out of theclassroom. You will read about three of our professors who have providedgovernment officials of three former communist countries with training in ethicalleadership and the principles necessary to maintain a viable national economy.Also featured in this issue is the fine group of national and international leaderswho have visited the College.
The Gallup Organization is a recognized expert in leadership and leadershiptraining. The University and Gallup have a long history of collaborating onlearning and research projects. The support of The Gallup Organization hasallowed us to establish the Gallup Leadership Institute in the College.
In this publication we are introducing, in partnership with The GallupOrganization, MBA and MA degrees with a specialization in ExecutiveLeadership. Our professor, Bruce J. Avolio, The Donald and Shirley CliftonDistinguished Chair in Leadership, leads the program. Dr. Avolio has an international reputation in leadership training, having worked extensively with private industry, governments, and militaries from South Africa to Swedenand Singapore to New York.
This innovative program will target high-potential leaders in organizations withan emphasis on leadership growth through measurement, development, andstrengths. The first student enrolled in the program is Curt Coffman, the co-author of the international best seller, First, Break All the Rules and the co-author of the just-published book, Follow This Path. The MBA and MAdegrees specializing in executive leadership are exceptional offerings that willcatapult us to a new level in business leadership education.
I hope you will enjoy reading your copy of Nebraska Business and I thank youfor your continued support.
University of Nebraska–Lincoln
ChancellorHarvey Perlman
AdministrationDean
Cynthia H. MilliganAssociate Dean
Gordon V. Karels
Alumni AssociationBoard of Directors
PresidentJohn H. Bergmeyer
Vice-PresidentRick Banta
SecretaryCarol Campbell
Treasurer - Past PresidentLisa M. Smith
National Alumni Board Representative
Judy Terwilliger
Board MembersPaul BeckerScott Becker
William W. Cook, Jr.Tish Druliner
Michael HeatonNorm HedgecockJ. William HenryJohn L. KopeckyGerard KeatingSara Masters
Thomas H. OlsonL.G. Searcey
Editor
Marilyn M. Hoskins
Send Alumni News, Letters, and Comments to:
Marilyn HoskinsUniversity of Nebraska
College of Business AdministrationP.O. Box 880405
Lincoln, NE [email protected]
JANUARY 2003
Features
2 The Gallup Organization6 Gallup University8 Navigating a New Partnership
Bruce Avolio12 The Time Has Come for Positive Leadership
Fred Luthans
14 Alumni Awards Luncheon
16 Circles Within Vicious CirclesRedevelopment in Eastern Europe
17 Moldova–Privatization & Property Rights19 Republic of Georgia–The Stalin Legacy20 Albania–Developing a Market Economy
through Education
22 Within the Columns International Leaders visit the College
Departments25 Student News
Our Students are Winning!26 Faculty News27 Our Faculty is Publishing!28 Students in Focus29 Thank You to Our Donors
The University of Nebraska–LincolnAlumni Association Magazine
NEBRASKA
2
To determine whyconsumers buy acertain product,Dr. George Gallup,in the 1930s,developed a set ofsimple questionsto measure thecore elementsneeded to keep acustomer loyal toa specific product.That pioneeringmarket researchincreased theeffectiveness ofcorporate advertising.
Dr. George Gallup believed that information about human behavior was the key, not only toconsumer needs, but also to a prosperous anddemocratic society.
Just before the start of World War II, Gallupestablished what would eventually becomean association of independent polling organi-zations covering almost 50 countries. TheGallup International Research Institute heldannual meetings at which representatives ofthe various affiliates reported and analyzedwhat the world’s people thought about theissues of the day.
Topics discussed and analyzed included thedropping of the atomic bomb, communismand capitalism, religion, the condition of thefamily, and world hunger. After every nationhad presented its findings, Dr. Gallup hadcreated a sociological first—knowing theopinions of people around the world on vir-tually all the issues that affected their lives.
Gallup International Research Institute
THE GALLUP
3
ORGANIZATIONTo measure thestrength of aworkplace, in2000, Gallupresearch scien-tists developed aset of twelve sim-ple questions tomeasure the coreelements neededto attract, focus,and keep themost talentedemployees...the Q
12®.
Jim CliftonGallup chairman and chief
executive officer
The year 2000 arrived as extreme competition inthe global marketplace caused corporate leader-ship to pose a common all-consuming question:“What is the role of human nature in driving business outcomes?”
“Our company began with ourfounder, Dr. George Gallup, quantify-ing and putting metrics to what werethe most important things in ourcountry at the time -- politics and theelectorate. He magnificently quanti-fied and put edges and helped explainthat which gave the electorate power.That was his contribution to democra-cy. Now the most important thing inthe United States and around theworld is economics. Economics drivedemocracies. The Gallup Organizationhas taken those same tools of polling,which are psychology, sociology,math, and advanced statistics and hasapplied them especially to customersand employees.” Jim Clifton begins adiscussion on the history and devel-opment of The Gallup Organization.
As a professor of psychology at theUniversity of Iowa and NorthwesternUniversity, Dr. George Gallup devel-oped research techniques to deter-mine how people read and what theyretain. News of this research found itsway to the fledgling advertising com-
pany, Young & Rubicam, who hiredGallup to head a new department ofcopy and market research.
Gallup created survey methodsdesigned to engage the respondent inspecifics, such as providing a brandname and asking the respondentswhat they had read or seen in an ad.The two approaches, called “readingand noting” and “impact,” werequickly proven to be accurate meas-urements of a consumer’s attitudeabout an ad. Previously, marketresearch relied on voluntary feedbackfrom consumers, who very oftenwould respond in a way to please thequestioner.
In 1935, Gallup founded theAmerican Institute of Public Opinionin Princeton, New Jersey. Building onhis advertising methods, Gallup fine-tuned his research in public opinionand voter preferences. Commissionedby a consortium of newspapers, Gallupconducted his surveys of voter opinionin the 1936 presidential election. The
4
Gallup World Headquarters
Washington D.C.
Gallup Poll® became the standard bywhich all other polling companieswere measured in that election bypredicting that Franklin D. Rooseveltwould defeat Alf Landon.
As a pioneering pollster and companyfounder, George Gallup determinedthat in seeking the truth, that is, theactual “will” of the people, his guid-ing principle would be independ-ence. To ensure his independence,and therefore his objectivity, Gallupresolved that he would undertakeno polling paid for or sponsored inany way by special interest groupsor political parties.
Historically, Gallup has measuredand tracked the public’s attitudesconcerning virtually every politi-cal, social, and economic issue ofthe day, including highly sensitiveor controversial subjects. Thesepolls have always been carried out in a completely independentand objective fashion. This single chosen ethical principle of
independence has made theGallup name among the mosttrusted brand names in the world,synonymous with democracy thedemocratic process.
In 1988, The Gallup Organizationmerged with SRI® (SelectionResearch, Inc.) of Lincoln, Nebraska,and James Clifton became CEO.Over the next decade, the companygrew ten-fold in business volume,while expanding into 28 foreigncountries. Gallup was on the leadingedge of research into tracking andmeasuring customer satisfaction,customer approval, and customerloyalty. These efforts contributed tothe largest period of growth in thecompany’s history. A partnershipwith CNN and USA Today wasformed in 1992 to expose the publicto more accurate, frequent, and com-prehensive polling results.
In the late 1990s, the business envi-ronment became more global andcompetitive. Gallup’s next major
breakthrough came when corporateleaders became committed to learningand understanding how employeeattitudes affected their organizations’financial performance.
During the previous 25 years, Galluphad conducted in-depth research andanalysis, studying the characteristicsof outstanding leaders and managersand interviewing more than 1 millionemployees. Gallup discovered keylinkages between employee engage-ment and productivity, profit, customer engagement, and turnover.
In 1999, Gallup experts MarcusBuckingham and Curt Coffmanwrote the best-selling book, First, Break All the Rules: What the World’s Greatest Managers Do Differently. This ground-breaking book introduced 12 questions — Gallup’s Q12® — thatmeasured employee engagement and linked directly to key busi-ness outcomes, including employee retention, customer
5
engagement, productivity, safety,and profitability.
Gallup’s next breakthrough was theresult of 30 years of research intohelping individuals and organiza-tions maximize their human poten-tial. This research focused on talents—recurring patterns of thought, feeling, and behavior—and revealed34 themes of talent that are indica-tive of success. Based on thisresearch, Gallup developed an innovative, Web-based assessment,StrengthsFinder®, to measure thepresence of talent in these themes.Since its introduction, almost half amillion people worldwide havetaken StrengthsFinder®.
In 2001, Gallup published a secondbest-selling book, Now, DiscoverYour Strengths. Written by MarcusBuckingham and Donald O. Clifton,Now, Discover Your Strengths showsreaders how to reach maximum per-formance using strengths-basedprinciples and practices.
Gallup’s next major technicaladvance answered the question
“What is the role of human naturein driving business outcomes?”Gallup analyzed more data on cus-tomers and employees than any previous research on the subject.The result was the management theory known as The Gallup Path™,a theory that links employee contri-butions to organizational salesgrowth, profit, and market value.
In January 2002, Gallup introducedthe Gallup Brain, a searchable data-base of human thought and publicopinion from the last 65 years. TheGallup Brain will provide ongoingopinion data concerning virtually all issues affecting humanity. TheGallup Brain will contain informa-tion on consumer confidence,spending habits, household savings,confidence in the stock market, fearof unemployment, and other infor-mation important to world leaders.
In October 2002, Gallup’s third management book will arrive inbookstores. Follow This Path: Howthe World’s Greatest OrganizationsDrive Growth by Unleashing HumanPotential, written by Curt Coffman
and Gabriel Gonzalez-Molina. Thisnew book explores the emotionaleconomy. Follow This Path educatesleaders on the vast emotional econo-my that exists within organizationsand offers solutions for driving andsustaining real financial performance.
What does all this mean to thefuture of The Gallup Organization?According to Jim Clifton, “Withfew exceptions, American compa-nies that have done the best in thelast 10 years have succeeded notby growing their customer basesbut through mergers and acquisi-tions or by cutting costs. The newgeneration of American businessleaders must develop a differentway to lead. They must maximizethe potential of every individualin their organizations. They mustincrease their base of great cus-tomers—deeply loyal, trustingadvocates who are critical to thesuccess of a healthy and growingorganization. Gallup discoveriesand performance management systems will help organizationsachieve success in the new emotional economy.”
The Gallup Campus
Educating the Educating the An integral part of The Gallup Organization’s business consult-ing practice is educating the management and the employees ofclient organizations in developing a strengths-based organiza-tion. To provide the necessary lifelong learning experiences fortheir clients, The Gallup Organization founded GallupUniversity. It is now one of the world’s leading providers ofmanagement education and will provide education to morethan 100,000 students in 2002.
Gallup University’s curriculum builds on The Gallup PathTM,a business model that relates each employee’s contributionto an organization’s financial performance. The Gallup Pathis the result of more than 30 years of research into the fac-tors that have the greatest impact on business performance.
When an organization becomes a client of Gallup, every participating employee, including associates, managers,coaches, and executives is enrolled in Gallup University.The latest teaching methods and technologies, including e-learning, instructor-led training, and blended learning, arefully integrated in the educational process.
The curriculum provides organizations with the knowledge,strategies, and best practices needed to achieve improvedperformance through the development of The Gallup Path.The courses are designed to provide students with exactlywhat they need at a particular moment in their careers.Gallup offers a Great Manager Program, a Great SalesManager Program, and a courses on building a Strengths-Based Organization and The Demands of Leadership.
Leaders Leaders
Connie RathDean, Gallup University
“Our vision for GallupUniversity is to educate leadersand managers around theworld about the measures thatmatter to their organizations:talent, workplace engagement,customer loyalty, and businessgrowth. We want to bring peo-ple to Gallup University tolearn more about theirstrengths, their organizations,and their communities. Thenew Omaha campus will be ahub for online and onsite edu-cation with outstandingresearchers and teachers.”
Gensler
The leadership curriculum rests on a foundation of extensive, well-publicized research in organizational management and human resource development. First, BreakAll the Rules, by Marcus Buckingham and Curt Coffman, is the basis for the Great Manager Program and centers onthe “Four Keys to Great Management.” Each new studenttakes the Gallup’s StrengthsFinder® assessment to discoverhis or her greatest areas of talent, then proceeds through theindividually tailored e-learning courses, Discover YourStrengths. Follow This Path, by Curt Coffman and GabrielGonzalez-Molina, teaches about the emotional economy andhow it can be managed to improve organizational perform-ance. Courses based on the Follow this Path principles andpractices are under development and will be offered in thefuture.
According to Connie Rath,“Our vision for Gallup Universityis to provide a quality education to leaders and managersfrom all over the world in what we know about measure-ment…measurement of opinions, measurement of employeeand customer engagement, and measurement of businessgrowth. It is an opportunity for clients and other organiza-tions to come to Gallup University and learn more abouthow the emotional economy is measured and how humancapital influences the growth of their organization. Our newOmaha campus is a big part of that vision, as it is where themajority of the instructor-led education will be.”�
8
“Most businessdegree programsend when studentsfinish their formalcourse work andgraduate. Weintend to break thatvery basic rule . . .
Navigat ing a New Par tnersh ip :
The Gallup MBA & MA
by Bruce J. AvolioDonald & Shirley Clifton Chair in LeadershipCo-Director of the Gallup Leadership InstituteDirector of the MBA/MA Program Specializing in Executive Leadership
In the fall of 2002, The Gallup Organization and the University of NebraskaCollege of Business Administration will launch a collaborative MBA/MAprogram with a specialization in executive leadership. The MA degree willbe an innovative program to strengthen the leadership capacities of emerg-ing high-potential leaders. The MBA degree follows the same curriculum,with the addition of four core MBA courses.
The development of the MA specialization was prompted by the idea thatthere is an important niche in the educational market that is not beingserved. And this niche would become a chasm over time, as more and morepeople work in learning organizations, where learning and work ideallybecome seamless. The idea was to create a program that would have highperformance impact for the individual and the organization en route to agraduate masters degree. The specialization will be a one-of-a-kind oppor-tunity for rising stars within companies and organizations to hone theirleadership abilities.
The core philosophy underlying the programs offered is based on Gallup’sapproach to recognizing each individual’s talents, building those talentsinto strengths, and tying those strengths together within an organization.Gallup is emerging as a global powerhouse in leadership and managementdevelopment, where it is helping people be heard in organizations through-out the world in both the public and private sectors.
This program breaks down the barriers between the academic and the cor-porate worlds. It brings together a state university and a nimble private
9
“To improve a person’s productivity,start with outcomes.That is the reverse ofany other MBA program offeredtoday.”
Bruce Avolio
Spec ia l i z ing in
Executive Leadership
corporation to provide a new concept in management education, which is,human capital can impact the bottom line. The collaborative program joinstwo organizations to grow authentic leaders and corporate performance intandem. Authentic leaders produce sustainable increases in performance.
Gallup came to the partnership table with four main orientations:Identify the talents and strengths of your people; provide your peoplewith the organizational environment that fully engages them and theirconstituents; drive toward the performance objectives you want toachieve; and measure what you intend to impact over time. The emerg-ing story of Gallup is to create a global strengths-based revolution indeveloping people to their full unique potential.
The College of Business Administration brought a solid teaching andresearch background to the partnership. The management faculty at the College of Business Administration represent some of the very top academic leaders in the fields of management and leadership. The field oforganizational behavior was virtually created at the University of Nebraska.The faculty is now building a broad-based approach to studying positiveauthentic leadership and how it can be developed. At UNL, publishing inthe top academic journals is not a “nice to have,” but a “must have,” andthroughout the last 30 years, UNL’s management department has been oneof the most productive and recognized in the world.
Faculty from the College and from Gallup will be the primary facilitators oflearning, and management specialists will be brought in for other sections. The University of Toyota will provide a unit on “Lean Management.”
10
The core philosophy underlying the Specialization in Executive Leadership
Developing people to their full unique potential• Identify the talents and strengths of your people.
• Provide them with the organizational environment thatfully engages them and their constituents.
• Drive towards the performance objectives you want toachieve.
• Measure what you intend to impact over time.
“. . . our goal was tointegrate the verybest of what Galluphad to offer with thevery best of theUniversity ofNebraska and bydoing so, changingeach organization forthe better. . . . we setout to be worldclass.”
Bruce Avolio
Professor Lei Wong of the University of Peking will tackle the intricacies ofunderstanding business psychology in international environments. Theprogram will be enriched by workshops and seminars presented by majorinnovators in the management of highly successful companies, such asHerman Cain, the Chairman of Godfather’s Pizza, Inc.
The breaking down of barriers is central to the organization of thisMBA/MA specialization. Students will be selected by their companies to attend, and the casework will be projects derived from those companies.Studies will not be hypothetical cases, but real issues affecting the sponsor-ing organization. This will provide the company with a “right now” benefitfrom its students/emerging leaders. The MBA/MA team will assist the companies in selecting the right emerging leaders to participate, therebycreating bonds between the educational experience, the company, and the student.
The overall configuration of the program will model The Gallup Path™.The Path model starts with recognizing the talents of individuals and theirstrengths, then matches those talents and strengths with the right roles,pairs those individuals with great managers, and creates an engaged work-place that fosters engaged clients and customers. The Path then moves toareas that show impact on performance in your organization, and thenhow value is created in the eyes of others. This academic programwill teach people the importance of individual differences in tal-ents and strengths, how to tie those talents and strengths in teamsand entire organizations, how to measure for impact in terms of
11
Sample MBA/MA Executive LeadershipSpecializationThree blocks of two weeks
Block 1Focuses on building individual potentialto manage and lead one-to-one, inteams, and in larger organizational systems.
Block 2Focuses on operational design issues,using advanced technology, buildingcustomer relationships, and operatingin a global context.
Block 3Focuses on developing capabilities for strategic organization decision-making, organizational change, andtransformation.
both human and financial capital, how to energize the “emotionaleconomics” of organizations to inspire customer/client loyalty, howto think strategically to lead into the future, and to do so maintain-ing the highest level of integrity and ethics. The Gallup Path is astrategic framework for organizing all of our courses in this execu-tive leadership specialization, giving a basic logic that is oftenassumed in some of the best masters programs, but never articulat-ed, implemented, and tested for performance impact.
The development of this specialization will provide both Gallupand the University of Nebraska the opportunity to transform them-selves to better develop current and future leaders. We have seenno other strategic partnership of this kind, in which corporateAmerica embraces public education and combines the strengths ofboth to maximize the educational experiences of leaders. Webelieve this is the beginning of a story that will be told by manyother schools and corporations, starting with the first chapter thatwe are creating today with our unique MBA/MA program.�
Curt Coffman Co-author of the international best seller, First, Break All theRules, and the newly published Follow This Path, CurtCoffman will be the first student to enroll in the University ofNebraska - Gallup MBA/MA program.
“What caught my eye about this
MBA/MA program was its prom-
ise to challenge the conventional
wisdom around the current man-
agement practice. It’s time for a
critical review of why so many
traditional principles are no
longer effective. I want to be on
the cutting edge of data-driven
conclusions about what it takes
to be an effective leader.
I truly believe that this approach
and curriculum will go on to be
the model and standard for
which all other MBA programs
will follow.
I don’t simply want a graduate
degree, I want to be prepared
with the best possible tools for
leadership.”
12
Wow, what a roller-coaster ride wehave been on in recent times. Thehighs (e.g., record stock values, a wonderful millennium celebration)have been exhilarating and the lows(e.g., the dot-bombs, the 9/11 terroristattack, and the Enron/WorldCom ethical meltdown) have been devastat-ing. Most of us are left somewhatstunned and wondering what’s next.Perhaps the best description of thetimes in which we now live and workis vulnerability and uncertainty. Willwe have good times or bad, prosperityor recession, peace or war? Obviously,such questions have been omnipresentthrough the ages, but the answers todayon all fronts—economic, geopolitical,and social—may never have been soproblematic, so elusive. This turbulent,uncertain environment presents atremendous challenge to the leadershipand management at all levels of today’sorganizations.
As long as complacency does not takeover, leadership in good, relativelystable times is much easier than in the tough, uncertain current condi-tions. During the prosperous 1990s,many organizations thrived in spiteof, rather than because of their leader-ship. Now, in this new, unprecedent-ed era, organizational leaders havethree basic options available: (1) busi-ness as usual, ride it out, and stay thecourse; (2) take a defensive, negativeapproach, pull in, downsize, and protect what is left; or (3) take aproactive positive approach, and turnthe looming threats into opportuni-ties. Unfortunately, the negative
approach is too often the path takenby leaders in difficult, uncertain timessuch as most organizations now findthemselves. However, I am convincedthat a much stronger case can bemade for the value and effectivenessof a positive approach to leadership(PAL).
The PAL goes way beyond the simple,prescriptive message of NormanVincent Peale almost 50 years ago ofthe “power of positive thinking.”Instead, PAL is based on theory andresearch and can be directly appliedto leadership development and
improved performance in the work-place. The details of this positiveapproach are provided in several ofmy recent academic articles, forexample, the February 2002 issue ofAcademy of Management Executive orthe Summer 2002 issue of the Journalof Organizational Behavior.
What Is Meant By
The Positive Approach?There are a plethora of leadership the-ories, many of which have a positiveorientation. However, PAL is specifi-cally based on the recent positive psychology movement, Gallup’sstrengths-based consulting practice,and my new positive organizationalbehavior (POB) approach. After WorldWar II, psychology had the mission ofnot only helping the mentally ill, butalso making people’s lives more fulfilling. Almost immediately, how-ever, virtually the entire field focusedon what was wrong with people, theirpathologies, weaknesses, and dys-functions.
Only in the last few years has a coregroup of positive psychologists,backed by sound theories and empiri-cal research, called for a new empha-sis on strengths instead of weakness-es, what is right with people insteadof what is wrong with people.Especially post-9/11, this emergingpositive psychology has been well-received, not only by academics, butalso a wide audience, including orga-nizational leaders, who welcomed apositive alternative to the increasingnegativity swirling around them.
Parallel to and also directly support-ing the positive psychology move-ment, by sponsoring the first threenational conferences, is The GallupOrganization. Don Clifton, the formerUNL professor who founded SelectionResearch, Inc.® which then mergedwith Gallup over 15 years ago, turned
POSITIVE LEADERSHIPThe Time Has Come for
13
the renowned polling company into aworld-class management consultingfirm. Gallup’s tremendous growth andsuccess are largely due to Clifton’spositive philosophy and his empiri-cally backed conviction that peoplecan live more fully, both personallyand professionally, by focusing onstrengths rather than dwelling on andtrying to fix their weaknesses (see hislatest book with Marcus Buckingham,Now, Discover Your Strengths).
For the past few years I have been for-tunate to be associated with Don andJim Clifton conducting research as aGallup Senior Scientist. This experi-ence, along with the positive psychol-ogy movement, has led to what I termpositive organizational behavior (orsimply POB).
Using the theory and research-basedpositive psychology as a point ofdeparture, I have defined POB as thestudy and application of positively-oriented human resource strengthsand psychological capacities that canbe measured, developed, and effec-tively managed for performanceimprovement in today’s workplace.
Such a definition separates POB fromthe surface, unsubstantiated popularpositive psychology ideas such as by
Peale and other current best-sellingauthors who have no theory orresearch back-up.
Importantly, the POB criteria of beingopen to development and perform-ance management also differentiates itfrom the more fixed concepts empha-sized in positive psychology and tra-ditional organizational behavior. ThePOB criteria-meeting concepts thathave been identified so far includeconfidence, hope, optimism, subjec-tive well being (happiness), and emo-tional intelligence (or CHOSE). Otherpositive psychological capacities,such as resiliency and flow, that meetthe POB criteria are also beingexplored.
How to Apply Positive LeadershipThe argument is that in these tryingtimes, there is a need for positiveleadership. Specifically, leaders needPOB capacities such as confidence,hope, and resiliency. No one wouldargue that such positive leadershipcapacities are important, but mostwould question if they can really bedeveloped in organizational leadersand make them more effective.Fortunately, the growing theoreticalliterature is providing specific guide-lines for developing the POB capaci-
ties in today’s leaders, and research isbeginning to show that leaders withthese capacities are indeed moreeffective in the workplace.
Take confidence for example. We knowthat those who directly experience suc-cess, learn from the success of relevantothers, receive positive feedback andpersuasion from valued others, and arepsychologically and physiologically fitwill build confidence. Importantly, weand others have demonstrated throughtraining sessions following these guide-lines to significantly raise the partici-pants measured confidence levels. Also,our meta-analysis of 114 studies foundsuch confidence is on average related toperformance stronger than personalitycharacteristics, such as conscientious-ness, and widely accepted managementtechniques such as goal setting.
The other POB capacities are not yetwhere confidence is in terms of devel-opmental guidelines and effective per-formance application, but all the identi-fied POB capacities have been shown tobe open to development and have a pos-itive impact on work-related perform-ance. This proactive positive leadershipapproach seems not only needed in thisunprecedented time in which we liveand work, but also is being shown inour research to be most effective forimproving organizationalperformance.�“Most would question if positive leadership
capacities can be developed in organizationalleaders and make them more effective.”
Fred Luthans, George Holmes Distinguished Professor of Management
“. . . POB . . . application of positively-oriented human resourcestrengths and psychological capacities that can be meas-ured, developed, and effectively managed for performanceimprovement in today’s workplace.”
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2002The Corporate Leadership Awards recognizeexcellence in Nebraska based companies;successful, dynamic companies that have ahigh level of commitment to their communi-ties and to their employees. One companyfrom each region in the state is selected.
Hod Kosman accepting forPlatte Valley National BankPresented by: William J. Cook,Jr. of Beatrice National Bank
Lynn Wilson accepting forBryanLGH Medical CenterPresented by: Carol Campbell ofCampbell’s Nursery
John Gottschalk accepting forOmaha World HeraldPresented by: Judy Terwilligerof American National Bank.
The Alumni Leadership Awardrecognizes recent activities of analumnus in support of the Collegeof Business Administration. LisaSmith, outgoing President of theAlumni Association Board ofDirectors accepts the award fromJohn Bergmeyer of Harding,Schultz & Downs.
The Distinguished Faculty Awardacknowledges outstanding facultywho exceed traditional expecta-tions to the benefit of the Collegeand its students. Thomas E. Balke,Ph.D., School of Accountancy,accepts the award from ScottBecker of Hanigan, Bjorkman,Eckland, LLP.
Nearly 250 people attended the 2002annual Alumni Awards Luncheon heldat the Champions Club on April 26.
The Business Excellence Awardrecognizes examples of visionand leadership. ShawnBuchanan, President and CEOof All American Meats, Omaha,started his business in 1996with $500 in start-up capital andis projecting $35million in salesthis year. The award was pre-sented by Paul Becker ofDeloitte & Touche.
The Lifetime AchievementAward recognizes extraordinaryleadership demonstrated intheir business and community.Jeff Raikes, Group VicePresident of Productivity andBusiness Services for Microsoft,received the award from LisaSmith of Smith Hayes FinancialServices.
The Business Leadership Award recognizes those individuals who areoutstanding examples of success intheir respective fields, includingbusiness ethics, community service,and overall business excellence.
Roy Dinsdale, PinnacleBankcorp and Dinsdale Bros.,Inc., received the award fromNorm Hedgecock of McCarthyGroup.
J. Gates Minnick, Chairman ofthe Board of DuTeau Chevrolet,received the award from TishDruliner.
Louie Blumkin, ChairmanEmeritas of Nebraska FurnitureMart, received the award fromDenny Walker of Memberworks.a Smith, President of the Alumni
sociation introduced the pre-lunch-n speakers University President L.nnis Smith, Chancellor Harveyrlman, and Dean Cynthia H. Milligan.
AlumniAwards
16
Capitalism and its accordant principles is such a part of the American fiber,it is a difficult leap for most of us to realize that what we understand almostby instinct is really the outcome of a jealously protected system of laws andexpectations that have taken centuries to develop.
Nearly twenty years after President Reagan demanded, “Mr. Gorbachev, teardown this wall, the states of the former Soviet Union still are victim to gang-sters and corruption. There was an optimistic idea that when the people werefreed from the shackles of Marxism and tyranny, the entrepreneurial spiritwould sour and soon those newly formed countries would be thriving underthe precepts of capitalism. The reality is very different; progress is being made,but slowly.
The College of Business Administration at the University ofNebraska–Lincoln has been a crucial part of the long process to redevelopthese countries. Operating under grants from USAID, many of our Professorshave provided expertise and guidance to governments, business people, and educators. As the map of Eastern Europe continues to shift, more newcountries are asking for assistance to redevelop their infrastructures andthought processes, and our professors continue to lend their support.
USAID – United States Agency for International Development is an inde-pendent federal government agency that provides foreign assistance andhumanitarian aid to advance the political and economic interests of theUnited States.
Two of our professors of economics were on site to advise the governmentsof former communist countries. Their experiences are related in the following stories.
CirclesWithin
Vicious Circles
Redevelopmentin
Eastern Europe
Professors Craig MacPhee and John Anderson
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Scenes of MoldovaPhotography by Dr. John Anderson
John Anderson, Chair of the Departmentof Economics and the Baird FamilyProfessor, was in Moldova during 1998-1999 and has returned four times sincethen for short- term advising. Moldovawas ruled by Romania, until taken overby the Soviet Union following WorldWar II. It lies inland from the Black Sea,surrounded by Ukraine to the east andsouth, and Romania to the west.
“As an educator,the opportunity to lecture the members of Parliament ofMoldova on the key elements requiredfor an economic transformation was agreat moment in my life.” Andersonworked with Frank Cooksey, formermayor of Austin, Texas, on the LocalGovernment Reform Project, or whatthey called, “OK, I have been electedmayor, now what do I do?” The targetgroup had little idea as to municipalgoverning, since the concept of a mayorwho was not acting under directionsfrom the central government was soalien.
After researching the existing systemsand taking into account the previousexperience of the newly elected mayors,Anderson and Cooksey prepared a“Local Government Resource Guide,”beginning with the most basic idea of
privatizing land and capital, then creat-ing property rights and the institutionsto protect property rights. The mostbasic ideas of urban economics had tobe described in detail with the imple-mentation plans clearly laid out. Theresult was better and more cohesive sys-tems used throughout the country. Themindset of the elected and appointedofficials changes slowly, and often theofficial would slip back to the old waysof favoritism, collectivism, and bribery.
A continuing theme of redevelopmentin Eastern Europe is property rights andlaws. Personal property is a new con-cept for most of the people. Prior to theadvent of Marxism and Communism,these were feudal countries; they havenever been open to universal propertyownership. Under the feudal system,even the landowners maintained theirproperty at the pleasure of the rulingdespot, essentially having no rights bylaw, only by whim.
With decentralization, the central gov-ernments wanted to disburse the prop-erty, to give ownership to the peoplewho were living in the apartments,homes, and farms. The questions ofwho gets the property, how much theyhave to pay for it, what if they can’t pay
MoldovaPrivatization & Property Rights
18
that taxpayers have no predictable wayto know how the tax system works.”
In order to create a fair and equitabletax base, property laws must be createdand enforced equally. Judges must havethe training to enforce the laws, and thejudges must be above reproach. As withthe tax collectors, judges are poorlypaid and poorly trained, and generally run their courts by demanding bribes forfavorable rulings.
Foreign investment is limited becausethere are few enforceable property laws,making any investments in the countryvulnerable to take over by the govern-ment or the gangsters.
“Privatization didn’t really fail. Theburdensome tax, in the form of protec-tion, levied by the mafia in these coun-tries caused many of the failures ofbusiness.” Anderson tells the story of asuccessful dairy farm that was openedby a foreign investor in Moldova. After
anything, what rights do the new own-ers have, seemed insurmountable.
According to Anderson, property valuessince independence are a remarkablyaccurate indicator of the economichealth of an area. From those relativelystable values, a basic local tax base canbe created from which revenue caneventually be derived.
A consistent tax collection policy inany of these former Soviet Republics isso difficult, that it caused Anderson toinsert a little levity by creating the “Top Ten Ways to Not Collect Taxes inMoldova” to capsulate the problems.They run the gamut from granting capri-cious exemptions, to permitting corrup-tion in collecting, and encouragingsmuggling. The Number One way to not collect taxes is “Don’t pay the taxcollectors. By not paying them you givethem the opportunity to seek bribes.That way you can undermine publicconfidence in the tax system and assure
a few years it was producing well,providing dairy products to the sur-rounding area at a reasonable cost.Then it caught the eye of the gang-sters who eventually forced the foreign ownership out and confiscat-ed the business by demanding greaterand greater amounts of money forprotection. There was, practicallyspeaking, no recourse for the owners,because the laws governing propertyare limited and not enforced.
“Development is slow in these coun-tries. Markets presume propertyrights, but property rights can’t beestablished because the legislativesystem is not functional, and even ifthe appropriate laws were estab-lished, they would need enforcement;and since the judges aren’t paid, theymake decisions based on bribesrather than enforcing the laws. It isthe way business has been transactedthere for generations.” �
“...to create a fair and equitable tax base, propertylaws must be created and
enforced equally...that presumes an appropriate
legislative and enforcementsystem which has never
existed in Moldova.”
John Anderson
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When Craig MacPhee traveled tothe Republic of Georgia as an
USAID consultant to the GeorgianGovernment, he was advised to wear
conservative clothing in order toblend in with the
people of the country.The following are excerpts fromMacPhee’s soon to be published book,Roll Over Joe Stalin: A First-handAccount of the Difficult Transition fromCommunism to Capitalism.
One of the most infamous Bolshevikrevolutionaries was a Georgian. Stalinleft two terrible legacies in Georgia aswell as in the rest of the Soviet Union.Through the expropriation of privateproperty, the centralization of controlover production, and the ruthless sup-pression of independent thought,Stalin practically eradicated individ-ual initiative. And through his erraticand arbitrary tyranny over peoples’lives, even to the point of ending thelives of millions, Stalin bred almostuniversal fear of and disrespect forgovernment. These Stalinist legaciesimpede the transformation of theGeorgian economy, raising more obstacles to reform than early Westernadvisors ever anticipated.
Republic of GeorgiaThe Stalin Legacy
The World Bank wrote blueprints forreform, the IMF attached long lists ofconditions to its loans, and the USAIDdrafted restructuring plans for Georgia.In the beginning, however, no one inthe technical assistance communityappreciated the difficulties in actuallyimplementing reforms.
Western advisors initially tried toreform the sick economies of the formerSoviet Union by prescribing PILLS:Privatization of the means of produc-tion; Investment to replace and expandthe antiquated equipment and crum-bling structures; Liberalization of pricesand trade; Legislation to establish a ruleof law; Stabilization of fiscal and mone-tary policy to reduce inflation andunemployment. The legacy of Stalinand other despots makes PILLS aloneinadequate for reform in the formerSoviet Union. A long history of foreignrule and especially the last seventyyears of bad government left people
with attitudes that sabotage the pre-scription of PILLS. This is the mostimportant and difficult lesson that Ilearned trying to help establish thefoundations of a modern market systemin Georgia.
In the decade since independence, whyhasn’t the prescription of PILLS broughtthis corner of the former Soviet Unionat least back to the meager communiststandard of living? Partly, the failure tocure Georgia’s ailments has been aresult of failure to follow the prescrip-tion. Privatization of large-scale enter-
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Perhaps the one reform that has thegreatest impact on a re-developingcountry is the re-development of theeducation system.
The tiny country of Albania is in south-eastern Europe, bordering the AdriaticSea and Ionian Sea, between Greece,Macedonia, and Montenegro, and has alandmass slightly smaller than Maryland.
“Jack Goebel* and I left Zurich in Mayof 1991 and after a flight of about 1 1/2hours, we arrived in Albania in 1940,”Lee describes his first exposure toAlbania. Albania has a history of continuous invasion and occupation,culminated in 1945 when the ruthlesscommunist dictator, Enver Hoxha,claimed control of the country, andAlbania became one of the most isolat-ed and poorest countries in Europe. In1992, new leadership was democratical-ly elected and the country began toshow strong signs of economic growth.The growth was short lived, however,cronyism and corruption, the evil twinsof the communist system, grew againand brought the government and the
prises that once accounted for the mostemployment has been agonizingly slowas evidenced by the inactive factorieson the streets of Tbilisi. Legislation hasnot been sufficient to guarantee proper-ty rights. Consequently, Georgians have atendency to hoard what little wealth theyhave behind the shabby exteriors of theirbuildings instead of making Investments.Liberalization of trade and prices also hasbeen incomplete, explaining a major partof the difficulties in the mass transit sys-tem. Finally, the government has beenunable to inspire confidence that it canmaintain stabilization of the value of itscurrency.
I witnessed the sad state of higher edu-cation in Georgia when the GeorgianTechnical University invited me to givea series of economics lectures in 1999.But by then, I had visited and lecturedat a dozen universities in the formerCommunist bloc and most of them werein similar shape. Stalin had left hismark on the academic environment.Some professors clearly feared getting toofar out in front of the academic reformmovement for fear of retribution. UNL
“Excise taxes on gasolinecould help solve Georgia’sfiscal problems, but collect-ing them in the face of highlevel corruption proves to
be nearly impossible.”Craig MacPhee
Albania
The future of Albaniarests on the effective
utilization of its rich humancapital, especially young busi-ness students and entrepre-
neurs. They are Albania’sfuture leaders.”
Sang M. Lee
economists were among the first to receivegrants from the United States InformationAgency to re-train Russian professors.UNL Professor Bill Walstad, and UNLPh.D. candidate, Stanley L. Brue, joinedMacPhee in Moscow to conduct a three-week seminar .
At a ceremony inaugurating our seminarand the adoption of the textbooks onmacro and microeconomics byCampbell R. McConnell of theUniversity of Nebraska and Brue, theglasnost-era dean of the economics col-lege bluntly stated that the historicalpreoccupation with Marx was a mis-take. The McConnell/Brue text, whichwas originally authored at UNL, was thefirst western economics book availablein the former Soviet Union, and copiesare still so scarce that they are copied,shared, and treasured. “We inhaledcommunism for 70 years. Give us a fewyears to exhale,” said one of ourGeorgian colleagues. This is a large andrelatively isolated part of the worldwith academic institutions that willchange slowly, but that are surely in anirreversible process of change.�
21
economy crashing down. A new govern-ment was formed in 1997, at the sametime the ethnic warfare started inKosovo. More than 450,000 Kosovarrefugees poured into Albania in 2000,further straining the economy.
Many western nations and the UnitedStates began offering technical assis-tance grants to Albanian economics fac-ulty in 1991. In March 1992, with thesupport of the USAID, Lee and agroup of ten faculty and entrepre-neurs primarily from the Universityof Nebraska traveled to Albania totrain government officials, educators,and business people in the manage-ment styles of the west and marketeconomics. The program continuestoday and Lee says they have provid-ed training to over 6,000 people.
The need for a solid business educationis critical to the success of such a smallcountry with limited resources and for-eign investment. Under Lee’s guidance,the Albanian public university systemis implementing a solid economics andbusiness curriculum. At the University
of Tirana, the first and only MBA pro-gram has been developed. The firstclass consisted of 25 students chosenfrom a pool of 85 applicants. Professorsfrom the University of Nebraska–Lincoln,Arizona State University, andCharleston University taught 100% ofthe classes those first years. NowAlbanian faculty have been trained toteach the MBA classes and are responsi-ble for 90% of the classes. The Centerfor Albanian Studies at the College ofBusiness Administration still overseesthe program and provides an in-countrymanager for the program.
The Albanian university system nowprovides business assistance centers ateach university site, to aid entrepre-neurs in setting up and managing theirnew business. To encourage entrepre-neurship in the students, Lee has estab-lished SIFE (Students in Free Enterprise)chapters in the four national universi-ties. Last year, Ehren Dames, Presidentof the SIFE chapter at the College, trav-eled to Albania with Lee to assist thestudents in developing project ideas.This past spring, four universities sent a
Professor Sang M. Lee, University Eminent Scholar, Chair of Management Department
total of one hundred students to a National SIFE competition inMontenegro. More than 25 projects werepresented relating to production, serv-ice, and community development. The University of Shkodra team wonthe championship, and the studentshave applied for visas to attend theWorld SIFE competition in Amsterdam.
Ya’ir Baranes is the Director inResidence, managing project activitiesin Albania under Lee’s direction. Hisgreatest challenge is how to accom-plish sustained stability in an unsta-ble country. As in Moldova andGeorgia, one of the main constraintsto the development of a market econ-omy is bad infrastructure that is aresult of long, destructive communistrule.
Baranes says, “It was Dr. Lee’s visionthat Albania could develop a market-based economy though the education offuture businessmen. No one else couldsee that future for Albania.”�
*Jack Goebel is professor of accountancy at the Collegeof Business Administration.
Developing a Market Economy through Education
22
Within the ColumnsInternational Leaders Visit the College
Susan M. Phillips, Dean of George WashingtonUniversity School of Business and Management andformer Governor of the Federal Reserve System, was thespeaker for the 2001 Snell Lecture Series on “TheFederal Reserve System – Functions, Current Issues andFed Watching.” Dr. Phillips was also a guest speaker inDr. John Anderson’s class, “Elements of PublicFinance.”
When asked about the effects of September 11th on theinstitutions of Government, Dr. Phillips replied: “Theweeks and months following the tragic events ofSeptember 11, 2001 is a good opportunity to re-examinethe purposes and soundness of our government institu-tions. The Federal Reserve System, the United States’central bank, is no exception. The Fed is one of ourmost respected financial institutions, providing nation-wide financial services, participating with other federaland state regulators in bank supervision and adminis-tering U.S. monetary policy. The founding fathers ofour country built into the authorizing legislation of theFed a number of checks and balances to avoid politicaland geographical control and to assure that the com-mercial banks and the private sector more generallyhave a voice in monetary and bank regulatory policies.The strength of the Fed derives from the independencecreated by its complicated organizational structure andpowers provided by Congress, but at the same time thefed provides strength and credibility to the UnitedStates government internationally, particularly duringperiods of political transition and economic stress.”
Susan M. PhillipsDean, George Washington University School of Business and Management
Former Governor of the Federal Reserve System
Jeff Raikes Group Vice President of Productivity and Business Services
Microsoft Corporation
Raikes is the 2002 recipient of the College of BusinessAdministration Alumni Association Lifetime AchievementAward.
While on campus, Raikes made a presentation to thestudents in the J.D. Edwards Honors Program on the futureof computer applications.
Raikes gave a preview of a prototype computer called atablet PC, which can be used with a keyboard, mouse,or pen. The device will allow notes to be made with aregular pen just as if it were a tablet, then the softwarewill translate the notes to any of several applications.The notes can be left in handwriting or translated to atypestyle, and attaches directly to a laptop computerfor ease of transition to document form. It is a wave ofvalue for the way people work. Microsoft is developingthe software and working closely with the hardwarecompanies to prepare the product for launch in the fallof 2002. “The future of computing will be to simplifyproducts to fill a need. Current systems are too largeand often too expensive for the typical worker,” Raikessaid.
In response to questions from students regarding the attrib-utes Microsoft looks for when recruiting, Raikes respondedthat he looks for individuals who have a good well-round-ed education, who are natural leaders and comfortableworking in groups.
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Janet BarnardCox Communications
Janet Barnard, Vice President andGeneral Manager of CoxCommunications in Omaha, visitedthe College at the invitation of DeanCynthia Milligan. Barnard holds a BSin accounting from the University ofNebraska and began her career withBeatrice Construction Co. in Beatrice,Nebraska. She joined Cox in 1988 asan accounting manager in the MiddleGeorgia area.
While visiting two accounting classesand one class in financial law,Barnard traced her career for the stu-dents. “Networking is very importantto advancing any career,” Barnardadvised the students. She alsoimpressed upon the students thatthey must be willing to take theopportunities offered them and not topass up good chances to advance.
Following the morning of classes,Barnard was guest of honor at a casu-al luncheon with faculty and theCollege of Business AdministrationStudent Advisory Board.
Lynn TurnerFormer Chief Accountant of the SEC
On a recent visit to the College ofBusiness Administration, LynnTurner, former Chief Accountant forthe SEC, told students that the oppor-tunities for accountants are excellentat this time. The accountant canbecome the “brains for a business,controlling the financial informationfor a company is where the power istoday.”
Lynn Turner has a master of account-ancy degree from the School ofAccountancy. He unabashedly tellsthe students that he would not havethe career he has, had it not been forthe School of Accountancy and theprofessors who taught him. The inter-national and regional accountingfirms must agree with Turner, as theyall actively recruit the College ofBusiness Administration accountancystudents.
Educating qualified auditors isincreasingly complex. According toTurner, there is a need for a completeknowledge of management informa-tion systems and computerization inbusiness; a good auditor should havea working knowledge of internationalimplications and financial markets.Turner recommends that every audi-tor study marketing, saying, “it iscritical that auditors understand howproducts move and how that processaffects the numbers.”
The founder of the largest interna-tional Japanese accounting firm,Tohmatsu & Co. was a guest lecturerin the Masters of Public Accountingauditing class. Iwao Tomita graduatedfrom the Japanese Naval academywith a degree in finance and laterreceived his MBA from WhartonSchool of Business. In 1966, theJapanese Ministry of Finance revisedthe scope of auditing firms to ensureindependent audits of growingJapanese companies. The first of therevisions was to provide for the for-mation of audit corporations similarto the firms in the U.S., and the sec-ond was to strengthen the JICPAalong the lines of the AmericanInstitute of Certified PublicAccountants. Shortly after the revi-sions were in place, the Minister ofFinance contacted Tomita to encour-age him to develop an accountingfirm to comply with the new revi-sions. In response, Tomita foundedTohmatsu Awoki.
Tohmatsu was affiliated with ToucheRoss & Co. very early in its develop-ment, becoming a member firm in1974. In the early 90s, with the merg-er of Deloitte Haskins & Sells andTouche Ross & Co., Tohmatsu joinedin forming Deloitte Touche TohmatsuInternational.
Iwao TomitaFounding Partner of Tohmatsu & Co.
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Dr. Ashwin C. HurribunceLeadership Council of South Africa
Dr. Ashwin C. Hurribunce joinedthe African National Congress mili-tary as a youth. The sponsorshipfrom the ANC gave him the oppor-tunity to receive scholarships andstudy medicine. He has servedmany roles in government since thetransition in 1994 and currently isMajor General of the South AfricanSelf Defense Forces, serving asChief of Joint Training.
The topic, “Collective Leadership”discussed the formation of the newSouth African government based onthe African Tribal customs ofUbuntu and Mbizo. Ubuntu, simplyput, is the African life philosophyof personal responsibility to thegroup. Mbizo is the village customof pulling people together to dis-cuss issues and making group deci-sions. The basis then for collectiveleadership is to bring the variousfactions in the country together toform a philosophy of governmentfor the country.
According to Hurribunce, “Freetrade is critical to the economicsuccess of any country. The farmerwho comes to market to sell tencabbages is just as critical to themarket economy as the wholesalerwith ten tons of cabbages. Thesmall farmer provides the basis forthe free economy.”
Richard CallahanCallahan Associates International, LLP
Richard Callahan is the founder ofCallahan Associates International,LLC, an organization that develops,operates, and finances communica-tions, entertainment, and informationprojects around the world. Prior tothis, he was the developer of USWEST’s cellular and cable communi-cations business, as well as US WESTInternational. Callahan is a 1964graduate of the College of BusinessAdministration.
Callahan visited an internationalmarketing class and then met withthe Students in Free Enterprise, theStudy Abroad program students andthe MBA students for small groupconversations. He challenged the stu-dents to “build your own toolkits,and know one thing better than any-one else.” He also advised the stu-dents to learn about the world, andwhen traveling or studying abroad, toread what the people are reading andeat what they are eating, to partici-pate, not observe.
When asked about the skills helooked for in the hiring process hereplied, “Ready-now skills, I am look-ing for a person who can contributeright from the start. All businessrevolves around team work and Iwant strong team members.” He alsoemphasized the importance of net-work building and keeping in touchwith every contact.
Within the ColumnsInternational Leaders Visit the College
Dr. Robert C. Solomon was a guest ofthe College of BusinessAdministration’s Program inBusiness, Ethics and Society, andthe Center for the Teaching andResearch of Applied Ethics. Hepresented two lectures, one at theCollege entitled “A Passions atWork@” and “A EmotionalResponsibility@.”
Dr. Solomon is the Quincy LeeCentennial Professor of Business andPhilosophy and a DistinguishedTeaching Professor at the Universityof Texas–Austin. He is the author ofA Better Way to Think AboutBusiness, which describes virtueethics in a way that provides prag-matic, concrete advice for busy exec-utives. Solomon was part of a teamthat set up an ethics program at amajor New York bank in 1988, and hehelped Motorola develop their“Uncompromising Integrity” programin 1998. He has authored or edited 30books in the field of ethics and phi-losophy. He combines training in phi-losophy with a deep understandingof the kinds of ethical dilemmas thatbusiness managers face and for whichthey lack clear answers.
Dr. Robert SolomanUniversity of Texas-Austin
Richard Callahan with Dean Cynthia Milligan
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Student News
Congratulations to the AMA Student Chapterand their advisor, Ron Hampton. The 24thAnnual AMA Collegiate Conference was heldthe last week of April in Orlando, Florida. 150international chapters and more than 1000 stu-dents participated. Presenters for the UNLChapter were Jeremy Colwell and MatthewFey.
The UNL Chapter received two awards. TheOutstanding Membership Award was present-ed to those chapters that effectively presentedand analyzed their total chapter membershipmix over the applicable planning period.Chapters receiving this award have outstand-ing strategies and activities pertaining tomembership involvement in chapter activities.
The second award was for OutstandingCommunity Service, which was presented tochapters that implemented outstanding proj-ects and activities in their communities.Chapters receiving this award unselfishly gavetheir time and skill to help organizations intheir community and/or make charitable con-tributions to a worthy cause.
For the fourteenth year in a row, our SIFE teamhas brought home the gold. This year’s team,coached by Peter Sherman, and under the leader-ship of President Ehren Dames, took first place intheir league.
UNL SIFE also received a trophy for placing in thetop fifteen in the nation for their Roth Me Nowproject.
The presentation team included Nicole Seckman,Greta Leach, Ross McDermott, Mike Cain, andJake Miller. The visual presentation team consist-ed of Ehren Dames and Haifeng Ji. Other teammembers included Peter Sherman and AshleyDavis.
SIFE is sponsored by the Center forEntrepreneurship and the ManagementDepartment.
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Award Winners
Faculty News
Sam AllgoodAssociate Professor
Economics
Kathleen FarrellAssociate Professor
Finance
Scott FuessProfessor
Economics
Mostafa MashayekiAssociate Professor
Finance
John AndersonChair, Department of
EconomicsBaird Family Professor
A generous gift from Samand Joyce Baird estab-lished the Baird FamilyProfessorship to enhancebanking education. Dr.Anderson specializes inteaching and researchingpublic finance.
Marc J. SchniederjansC. Wheaton Battey
DistinguishedProfessor of Business
A generous gift from thechildren of C. WheatonBattey established thisprofessorship to enhancebusiness education. Dr.Schniederjans is current-ly teaching undergradu-ate and graduate coursesin Managerial DecisionMaking and ManagementInformation Systems
Jack Goebel wasthe 2002 recipi-ent of the LouisePound GeorgeHoward Award,for exceptionalservice to theUniversity.
Dr. Pat Kennedywas honored asUNL Advisor ofthe Year for herwork with theStudentAdvisory Board.
Cynthia Milliganwas honored asArthritisFoundationWoman of theYear at the Fire &Ice Gala held inApril.
Robert A. MittelstaedtNathan Gold DistinguishedProfessor of Marketingjoined the faculty in 1973
Promoted
Endowed Chairs
Retired
Cary D. Thorp, Jr.Associate Professor ofManagementjoined the faculty in 1970
Don PursellProfessor of Economicsjoined the faculty in 1973
Dr. Greg Haydenwill receive thenational Veblen-Commons Awardfor outstandingscholarship ineconomics.
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Within the past twelve months, eleven of our faculty have published new or revised textbooks, many of them are theleading texts in their fields.
Faculty NewsPublished
Richard A. DeFuscoAssociate Professor of Finance Quantitative Methods forInvestment AnalysisPublished by the Associationfor Investment Managementand Research (AIMR) themain quantitative textbookused in the curriculum for theChartered Financial Analysts(CFA) Program.
Fred LuthansGeorge Holmes DistinguishedProfessor of Management
Organizational Behavior,9th Ed.McGraw-Hill Companies, 2002with Richard M. HodgettsInternational Management, 4th Ed.McGraw-Hill Companies
Hendrik van den BergAssociate Professor ofEconomics
Economic Growth andDevelopmentMcGraw Hill Companies, 2001
Marc J. SchniederjansC. Wheaton BatteyDistinguished Professor ofBusiness
with Q. CaoE-Commerce OperationsManagementWorld Scientific Publishing,Singapore, 2002
Lester A. DigmanHarold J. Laipply CollegeProfessor of Management
Strategic Management,Competing in a GlobalInformation Age. 6th Ed.DAME, Thompson Learning,2002
Linda L. PriceE.J. Faulkner Professor ofAgribusiness and Marketing,Director of Agribusiness
Eric ArnouldProfessor of Marketing
with George ZinkhanConsumersMcGraw Hill Companies, 2002
Kung H. ChenSteinhart FoundationProfessor of Accountancy
with Edward J. Blocher &Thomas W. LinCost Management, 2nd Ed.McGraw Hill Companies, 2002Cases and Readings for Cost ManagementInstructor’s Resource Book ForTeaching Cost Management
David L. OlsonJames & H.K. Stuart Chancellor’sDistinguished Professor
with James R. EvansIntroduction to Simulation andRisk Analysis, 2nd EditionPrentice Hall, 2002
Statistics, Data Analysis, andDecision Making, 2nd Ed.Prentice Hall, 2002
with Oleg I. LarichevMultiple Criteria Analysis inStrategic Siting ProblemsKluwer Academic Publishers,2001
William B. WalstadJohn T. & Mabel M. HayProfessor of Economics
Reforming Economics andEconomics Teaching in theTransition Economies: FromMarx to Markets in theClassroomEdward Elgar Publishing Ltd.Cheltenham, 2002
George E. RejdaV.J. Skutt DistinguishedProfessor of Insurance
Principles of RiskManagement & Insurance8th Ed.Pearson Education, 2003
Megan Spilinek, a senior businessadministration major from WeepingWater, Nebraska, and Air ForceReserve Officer Training Corps cadet, received the Legion of ValorBronze Cross for Achievement. Theaward, one of only four presentednationally, is for superior leadershipand academic achievement.
The Legion of Valor organization is anassociation of those whose valor hasbeen recognized by the Medal ofHonor, Distinguished Service Cross,Navy Cross and the Air Force Cross.These medals represent the highestdecorations that a service membercan receive.
Megan was also selected as a finalistn the University of Nebraska StudentLeadership Awards program lastspring.
Bree Dority O’Callaghan has flipped fromgymnastics to statistics. As a sophomore gymnastics star, O’Callaghan scored aperfect 10 on the parallel bars at the BigTwelve Championship. After takingProfessor van den Berg’s Introduction toInternational Economics, she washooked. She is planning to achieve amasters degree in either economics orstatistics, but sees them so closely inter-twined that she might do both.
O’Callaghan works about fifteen hoursper week at the BBR. Her current projectis to develop an economic history of theTri-cities areas of Grand Island, Hastings,and Kearney since 1950.
Ryan Wilkins, a junior marketingmajor, was elected President ofthe 2002-2003 University ofNebraska Student Senate.
Students in Focus
Michael Cain, junior managementmajor, won the 2002 NorthernPlains Division of the NorthAmerican Collegiate EntrepreneurCompetition. His business, Loft inSpace, provides loft bed systemsof the highest quality for studentswho are looking for a way to savespace in their dorm rooms. Thecompany provides the lofts,installation, and a one-year serv-ice guarantee to each customer.
PUBLISHER’S LEVEL:PUBLISHER’S LEVEL:Pledges and contributions of $5,000 or more.
AmeritasA.G. EdwardsBank of DoniphanChief IndustriesCommercial Federal BankCornerstone BankJ. Sidney DinsdaleGothenberg State BankInformation Technology Inc.Kosman, Inc.Lincoln Insurance GroupLincoln Plating Co.McCarthy Group, Inc.McCook National BankRichard A. Robinson & Betti RobinsonRunza National LincolnThomas C. Smith & Lisa M. SmithUnion Bank & Trust Co.
EDITOR’S LEVELEDITOR’S LEVEL:Pledges and contributions of $1000 to $4,999.
Harley D. BergmeyerCabela’s Inc.Dennis Nelson
ADVISOR’S LEVELADVISOR’S LEVEL:Pledges and contributions of less than $1,000.
HunTel Systems, Inc.KPMG - LincolnHarding, Shultz & DownsWest Gate Bank
This publication of the AlumniAssociation of the College of
Business Administration,University of Nebraska-Lincoln
is made possible through thegenerous contributions of our
sponsors, for which we are very grateful.
www.cba.unl.edu
A STRONGERALUMNI.A GREATERUNIVERSITY.
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1520 R Street P.O. Box 80129
Lincoln, NE 68588–0129
Gallup University in Omaha will be the center for the company’sexecutive and management training program. Gallup University will occupy the right (north) side and administrative and accountingoffices on the left (south) of the office building under constructionon a 50 acre site along Omaha’s Missouri River. The campus isscheduled to open October 2003. Read more inside about Gallup and the Gallup–University of Nebraska College of BusinessAdministration collaboration in the MBA/MA Specialization inExecutive Leadership.
