PROGRESS MAGAZINE - Eller College of Management - University ...

PROGRESS MAGAZINETHE UNIVERSITY OF ARIZONA ®Eller College of ManagementSpring 2009SUSTAINABLE COLLABORATION: MBA TEAMS WITH ARCHITECTURE STUDENTS ON SOLAR DECATHLON PROJECT

Access to aTOP-FIVE MIS PROGRAM…from the comfort of your home.Starting in fall 2009, Eller College of Managementintroduces new online security and informationassurance certification programsThe two-course series results in threeNational Security Agency Certifications:Information Systems Security ProfessionalSenior Systems ManagerRisk AnalysisFor application details and more information, visit www.mis.eller.arizona.edu/online

Spring 2009P R O G R E S S M A G A Z I N EFrom the DeanTough economic times have away of prompting examination.How did we get here? How willwe get out? What can we do towe prevent the situation fromrecurring?Paul PortneyOf course there are no easyanswers. But these are the questions that will occupyeconomists and financial analysts in the years to come,and the challenge of finding answers will be taken up inbusiness schools around the country.Research at this level is one of the most importantcontributions that any business school can make; and, attheir best, these contributions influence how business isconducted globally. I am proud of my colleagues’ researchhere at the Eller College, and am also proud of theireffectiveness at achieving knowledge creation’s partnergoal—knowledge dissemination.It’s no surprise that at the Eller College we aim to provide agrowing number of undergraduate and graduate studentswith a top-notch education. It’s also not surprising thatthe current economic climate and declining state fundinghave stretched college resources considerably. How can wereconcile these conflicting goals?With several new initiatives, we are stepping up to do justthat. Our new, accelerated one-year MBA program leveragesexisting full-time program strengths. More undergraduatestudents are entering the professional cohortthanks to our new summer in China program. And ourtop-five MIS program will launch online certificationclasses starting this fall.Optimism can be a tough sell in an economy like this, but Iam optimistic. In the coming months, I look forward toimplementing these new programs to serve a growingpopulation of students.Paul R. PortneyDean and Halle Chair in LeadershipFEATURE14 A Matter of ResponsibilityEller Students Converge Around Topic of CSRBRIEFINGS2 Marketing Department Advances Student Experience with$10 Million Endowment3 Eller Expands Statewide Teacher Training Program in Economics4 Scholarship Established in Memory of Doctoral Student Steven Manos5 Grad Establishes Scholarship for B StudentsRESEARCH REPORT6 Management Professor Examines Role of Stress in Team Performance7 MIS Professor Secures Grant to Study Virtual TeamsINNOVATIONS8 Eller Adds One-Year Program to MBA Mix9 School of Public Administration and Policy Establishes New Evening MPA10 McGuire Entrepreneurship Program Establishes Ph.D. Minor11 New Real Estate Finance Track Open for MBA and MMF StudentsCONNECTIONS12 Undergraduates Will Take First Semester Cohort Classes in China13 Eller Professor Uses Emerging Technologies to Promote LearningGATHERINGS22 Save the Date23 Distinguished Speaker SeriesALUMNI NOTES & PROFILES24 Profile: Kevin Madden, BSBA ’8126 Profile: Charles Nelson, BSBA Finance ’9227 Alumni NotesLAST WORD28 Last Word on…Corporate Social ResponsibilityCheryl P. Morley, BSBA Accounting ’76On the Cover: Eller MBA Benjamin Lyon volunteered to work with theUA Solar Decathlon competition team before his first semester of classeseven began. Lyon (seated, left) is pictured with fifth-year architecturestudents (from left) Peter Secan, Anton Toth, Eddie Hall, and facultyadvisor/principal investigator Matt Gindlesparger.Let Us Hear from You Please e-mail comments,questions, or feedback to progress@eller.arizona.edu.Manager of Marketing and Communications and Editor: Liz Warren-PedersonPublications Manager: Yvette Anchondo-Leyva • Photography: Thomas Veneklasen (unless otherwise noted)Design and Production: Shevon Johnson Design, Inc. • ©2009 The University of Arizona ®Contributors: Serida Fong, Eric Van Meter, Liz Warren-PedersonSPRING 20091

B R I E F I N G S}Thinking Forward:Eller marketing departmentadvances student experience with$10 million endowment initiative.Marketing faculty at the Eller College of Management.Last year, Eller College of Managementmarketing alumnus Marc Mutnansky (BSBAMarketing '08) boarded a private jet withEmerson executive vice president JayGeldmacher. Over four days, Mutnanskyshadowed Geldmacher on business tripsto Germany, Austria, and Scotland — a oncein-a-lifetimeopportunity for the newmarketing grad."It topped off my experience at Eller," hesays. "I had the chance to see how real-lifebusiness decisions are made. I heard much ofthe vocabulary I had learned, and it mademe appreciate the education I received."Mutnansky's trip was exceptional, but notunusual: every year, Eller MBAs and undergraduatescompete for executive shadowing experiencesas part of the annual Thinking ForwardConference. The conference is just one of manyinnovative projects the College's marketingdepartment has developed to expose studentsto the latest research and leading practionersin the field of marketing."These are the types of value-addedactivities that you typically find at privatecolleges," says department head Robert Lusch(BSBA Marketing '71 and MBA '72). "We wantto institutionalize these programs and expandopportunities for MBAs and undergraduates alike."To that end, the marketing department haslaunched a $10 million endowment initiative."The endowment will create a funding streamto support students, faculty, and programs,"Lusch says. Over the last several years, Luschhas brought together faculty who focus on theevolving, customer and service-centric modelof marketing. Lusch, previously the chairpersonof the American Marketing Association andeditor of the Journal of Marketing, notes thatit can take up to a decade for new informationto make it into a textbook; so it's vital toattract and retain research faculty who canbring it into the classroom right away.“The most compelling thing about thisendowment,” says Lusch, “is that all of the fundscontributed are being invested in people.”For more information on supporting TheUniversity of Arizona marketing department,contact Jane Prescott-Smith at 520.621.2301or jprescott@eller.arizona.edu2ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

Expanding Economics Education:Eller College expands statewide teacher training program in economics.By Eric Van MeterAsk a typical high school studentwhat "economics" is. She'll probablymention money, banking, jobs. Fromthose answers, it might seem thesubject has no place in core education,a specialty better left to buddingbankers and accountants.But economics isn't about money. It'sabout dealing with limited resources.When you begin to understand it asthe study of future consequences ofchoices we make today, it's clear why,beginning 2012, all Arizona high schoolstudents will be required to take a "capstone"economics course to graduate.But the new requirement throwsinto sharp relief the classic dilemma ofeconomics: supply and demand. Arizonaschools fall far short in teachers qualifiedto teach economics.For decades, the Eller College hashelped remediate this deficiency withone or two summer courses for teachers,a lifeline supported by the ArizonaCouncil on Economic Education andfunded largely by the Thomas R. BrownFamily Foundation. Now, with sharplyspiking demand, the Department ofEconomics is moving into a boldphase two.Economics has tapped CathleenJohnson, vice director of the EconomicScience Laboratory, to direct the newOffice of Economic Education (OEE).The appointment reflects one newdimension to the bigger, better OEE:curriculum infused with experimentaleconomics, Johnson's area of expertise."When you put someone in anexperience, you don't have to try toconvince them of something. They cansee," Johnson says of teaching withexperimental economics. "If you wantthem to understand how pollutionpermits work, you have them be thepolluting factories and trade permits. Atthe end of the session, they look aroundand see that the firms that invested inclean technology reap the rewards."In a macro view, the new OEE willbe an ongoing experiment. Johnsonwill design pre- and post-testing forteachers who go through OEE classesand their students. For the first time,Eller College photothe OEE will generate data on whichconcepts and teaching methods "hit"and which need refinement. Over time,that information will migrate upwardsto the state and national councils oneconomic education.So while plans for the OEE evolve—with initial ideas ranging from graduateeconomics courses for non-Ellerstudents to special workshops led byguest experts — Johnson firmly commitsto one plan that won't change: "We'regoing to be a very active center as faras innovating and dispersing whatwe learn."Office of Economic Education director Cathleen Johnson (with plaque) with L-R: Sarah BrownSmallhouse, Mark Sammons with Eller, Elizabeth Volard (president, Arizona Council onEconomic Education), Ruth Cooper (program director at TRBF), economics department headMark Walker, dean Paul Portney, and Mary Brown.WWW.ELLER.ARIZONA.EDUSPRING 20093

B R I E F I N G SJenny Hawkins photoSteven Manos, a doctoral student ineconomics, was also an endurancerunner. In June, while undergoing treatmentfor oral cancer, Manos’s motherand his fiancé and fellow graduatestudent, Jenny Hawkins, came acrossan interview he gave about running forhis undergraduate alma mater SeattleUniversity’s newspaper.“His interview really summed upthe way he lived his life, from running,to graduate school, and everything inbetween,” Hawkins says. “He perseveredthrough the pain. He was an amazingindividual.”Steven Manos entered the EllerCollege economics department as adoctoral student in fall 2005. “He wasa graduate student because he lovedeconomics,” Hawkins says. “He loved theresearch process and challenge.” Theymet at the pre-program math camp.“One day we went to Jim’s Greek Patiofor lunch and were talking aboutresearch ideas,” she says. “He namedoff several of his own; he had economicquestions and wanted to find answersfor them. I was impressed.”Manos and Hawkins were assignedback-to-back cubicles in the economicsdepartment; they became studypartners, and then they fell in love.“Dates spent studying at our cubicles,a library, or a coffee shop were lessthan romantic, but we loved workinghard toward our Ph.D. goal. We werefortunate to be able to spend somuch time together learning somethingwe love,” Hawkins says. WhenManos was diagnosed with oralcancer — at just 26 years old, andafter a lifetime of healthy living —Hawkins says, “we agreed from theday of his diagnosis we would fightas a team.”In July, Manos passed away, a shortten months after his initial diagnosis,but not before Hawkins was able totell him about a scholarship named inhis honor. The economics departmentcreated the scholarship to fund doctoralstudent travel to conferences.“It’s a great use of the money,”Hawkins says. “Steven was so passionateabout economics and loved to share hisideas.” Hawkins says Manos was deeplytouched to be honored in this way. SinceJuly, donations to the fund have topped$10,000 and are still growing.“Giving fellow classmates and friends,as well as future graduate students, theopportunity to list ‘Steven ManosScholarship’ multiple times in their CVsmakes me proud,” Hawkins says. “I’d loveto see that he made it possible for peopleto share their work. Graduate school andeconomics were Steven's life up until hegot sick, which makes the scholarship evenmore important to continuing the path hewas on. His goals for this life were cutshort by cancer, but the scholarship is oneway to honor and continue his passionfor economics and research.”To contribute to the Steven ManosScholarship Fund, contact Lana Sooterin the Department of Economics atsooter@eller.arizona.edu or 520.621.2821.Read more about Steven on his blog:http://stevenmanos.blogspot.com.4 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

Above Average:Eller grad establishes scholarshipthat targets B students.By Serida Fong (BSBA Marketing ’09)Brad Sarnoff (right) with father Norton and brother David.John Morris photoBrad Sarnoff (BSBA Marketing ’98) says the Eller College largelydetermined where he is today, and he hopes to provide the sameopportunity to current students through the Brad SarnoffScholarship. Sarnoff is currently the executive vice president ofsales for his family’s business, Handi-foil of America, a manufacturerof aluminum foil containers, roll foil, and pop up sheets forthe food service and retail/supermarket industry.“I wanted to give back to the university that meant so much tome,” he says. The first scholarship will be awarded this spring to afull-time undergraduate student pursuing a BSBA, and who is ingood academic standing. Uniquely, the student must have a GPAof 3.0 to 3.5.Sarnoff considers himself the ultimate B student, and believesthat his involvement outside school helped him become a wellroundedperson. “With as many distractions as there are at aschool as wonderful as the U of A, it took it took me a year ortwo to get my footing as a student,” he explains. “After gettingused to the routine of student life and the rest that Arizonahas to offer, I starting taking my future a lot more seriously.”Most scholarships, he says, are geared towards high-achievingstudents, but he wants to offer opportunities to students who,like himself, “blossomed in their later years.” His scholarshipsupport will fund two students each year. Preference for thescholarships will be given to students with demonstratedfinancial need. Recipients will be selected by the undergraduatescholarship committee.Sarnoff attributes much of his success to his time in college.“It was the best four years of my life,” he says. “The University ofArizona provided an avenue for me to flourish in my business andpersonal life. I only hope that this scholarship can provide someof the same experiences that I was lucky enough to have at Eller.”For more information on supporting Eller College ofManagement students through scholarships, contactJulie Trujillo at 520.621.2900 or jtrujillo@eller.arizona.edu.WWW.ELLER.ARIZONA.EDUSPRING 20095

R E S E A R C HR E P O R TGroups and teams often fall short of expectationsand fail to maximize their effectiveness.Associate professor of management and organizationsAleksander Ellis is involved in a long-termresearch program to understand why.Using the Decision Behavior Laboratory, Ellisconducted a series of studies focusing on the roleof stress. Ellis says the lab offers a context thatcomplements the research questions he is interestedin answering because it allows him to manipulatestress in an isolated setting in which teammembers collaborate on a military simulation.“Teams of undergraduate students have a basicgoal to protect friendly airspace from enemycombatants,” he explains. “The video-game aspectsof the task help get the students engaged andkeep them interacting with one another muchas they would as part of a project team inan organization.”According to researchers, teams should respondto some stressors (such as time pressure) positivelyand other stressors (such as role ambiguity) negatively.What is less well understood is how teamsrespond to combinations of these positive andnegative stressors. Along with graduate studentsMatt Pearsall and Jordan Stein, Ellis found thatteams respond to individual stressors as expected.Performance improves when the stressor is challengingand performance decreases when thestressor is seen as a threat.However, they found that positive stressors donot retain any of their positive qualities whencombined with a negative stressor. Instead, teammembers collectively appraise and cope with suchcombinations by avoiding the situation rather thantaking a problem-solving approach.According to Ellis, “This suggests a modified,inverted-U relationship between the level of stressand team performance. At low levels of stresswhen only one stressor is present in the environment,the type of stressor matters. At higher levelsof stress, when multiple stressors are present, anythreat in the environment will color the appraisalof other stressors, no matter what type they are.”The final study in the series focused on therole of different types of stressors in teams andis currently being revised for possible publication.S T R E S S E D O U T :Management professor examines therole of stress in team performance.Associate professor Aleksander Ellis with graduatestudent Jordan Stein.“At high levels of stress,when multiple stressorsare present, any threat inthe environment willcolor the appraisal ofother stressors.”Eller College photo6 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

VIRTUALLY SPEAKING:Eller College photoMIS professor secures grant tostudy virtual teams.Sue Brown“It’s a unique opportunityto observe real groupsin the real world to seehow virtual teamsemerge and evolve asthey work together.”Working with colleagues in another building, anothercity, or even another country is part of today’s businessenvironment, and technology is evolving to match.The National Science Foundation (NSF) has awardedassociate professor of MIS Sue Brown and associateprofessor of management Sherry Thatcher, of theUniversity of Louisville, a two-year, $240,000 grant tostudy diversity and virtual collaboration. “This grant buildson the work we are doing in the iPlant Collaborative,”explains Brown, who is also the social science team leaderfor the collaborative. “It’s a unique opportunity to observereal groups in the real world to see how virtual teamsemerge and evolve as they work together.”The iPlant Collaborative is a five-year, NSF-fundedproject to bring scientists together around plant biology’s“grand challenge” questions. A critical component of thecollaborative is the involvement of scientists from manydisciplines. “In this study, we’re broadening the way weconsider diversity by examining perceived diversity as wellas objective differences,” Brown explains. “In addition togender, race, and age, we’re considering education level,background, and social factors — plus we’re looking atdisciplinary diversity.” The latter is especially importantto consider, Brown points out, because the iPlantCollaborative is part of a larger trend in science that iscreating large-scale, cross-disciplinary teams. “We allspeak different technical languages,” she says.As Brown and Thatcher follow the iPlant Collaborativeproject teams, they will use surveys to consider thingslike members’ perceptions of different media, i.e. phone,email, instant messaging. “There’s not a lot of research onindividual media predispositions,” Brown says. “We havesome evidence that there’s an age factor associated withmedia preference, but we are interested in what otherfactors come into play.” Brown says that in distancesettings, communication media help minimize the impactof some forms of diversity — for example, you might notrealize the team member you’re emailing happens to befrom another country. But it’s not clear if that has positiveor negative consequences for the team’s outcomes. Theresearch will help to answer that question.Brown says that, in addition to directly contributing tothe iPlant Collaborative’s understanding of what works fortheir project teams, the research could have application tothe NSF generally. It may also shed light on what works indistance education.“We know this research will provide insight intowhat works and what doesn’t in terms of virtual teams,”she says.WWW.ELLER.ARIZONA.EDUSPRING 20097

I N N O V A T I O N SA New Path to an MBA:Eller adds one-year program to MBA mix.By Eric Van Meterstock photoELLER ACCELERATEDMBA ELIGIBILITY• A business degree from anAACSB-accredited program• 3 or more years of professionalwork experienceMore Info:accelerated_mba@eller.arizona.eduwww.ellermba.arizona.edu/acceleratedEller MBA students."Times have changed," says assistant dean of MBA programs TrinaCallie. "It's hard to compete without a master's degree now, andeveryone wants to speed things up."This reality inspired her to propose the Eller Accelerated MBA lastyear; the program is now slated for launch in the summer of 2010.The program adds another option to the Eller College's MBA offerings,which in recent years have grown to include the Eller Executive MBA,dual-master’s MBAs, and programs in Phoenix.Accelerated MBA students — who must have an undergraduatedegree in business — will complete the program in 12 months,beginning in summer with a "boot camp" refresher in the MBA core:statistics, operations, management, accounting, finance, marketing,economics, strategy, information technology, teams, and ethics.In the fall and spring semesters, students will essentially step intothe second half of the full-time program, taking electives alongsidestudents in their second year.By the end of the program, the students will have completed30+ credit courses with options to take the MBA internationaltrip and complete advanced field projects. The program also grantsaccess to the networking and career resources and events availableto all Eller MBAs.As a benefit to the Eller College, the Accelerated MBA will furtherdiversify the student body. "These one-year students will bring adifferent perspective to the classes and enhance class discussions,"Callie explains.Example: all one-year students will have been educated in traditionalbusiness disciplines, unlike 75 percent of Eller's full-time MBAs.These students will also likely be "career enhancers" choosing an MBAto advance in their chosen field, whereas many of the full-time MBAstudents are completing an MBA to start a new career path. Callie alsohopes the program will draw more international students, noting thatthe standard European MBA program spans one year.Beyond its recruitment and diversity values, the Accelerated MBAjust makes sense. More and more, young professionals want a careerboost without stepping out of work for two years. And while manyU.S. colleges already offer similar programs, none of Eller's short-listcompetitors offer a one-year MBA.Perhaps best of all, the Accelerated MBA will boost efficiency ofthe Eller MBA overall. The bulk of the program taps unused capacity,taking advantage of the smaller-class second-year electives of thefull-time program.8 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

Night School:School of Public Administration and Policy establishes new Evening MPA.Beginning this fall, the School of Public Administration andPolicy (SPAP) will offer its full-time master of public administration(MPA) program exclusively in the evening. The change is in responseto growing demand from Southern Arizona’s public and nonprofitleaders for professional development opportunities.“The evening format opens up our highly-ranked MPA programto a significant public service workforce,” says H. Brinton Milward,associate dean and director of SPAP. “These are individuals whodon’t want to sacrifice work time while they return to school.” Thelatest U.S.News and World Report survey places the Eller MPAprogram at SPAP #36 nationwide and #7 in the west.Data from Eller’s Economic and Business Research Centerforecasts increased demand for public service employment through2015 — making public service one of the few sectors of the Arizonaeconomy to expect employment growth.“It’s becoming more and more difficult for people to take two ormore years off work for graduate school,” Milward says. “With anevening program, they don’t have to. As an added benefit, theseprofessionals will enrich the program by bringing their expertise tothe classroom.” Professional attendees will come to the program withday-to-day knowledge of how principles can be applied in the workplace,and in turn, will be able to apply lessons learned in the programto their workplace right away. The program begins in fall 2010. Forapplication information, visit www.publicadmin.eller.arizona.edu/mpa.ELLER MPA ELIGIBILITY• Completed application packet• GREMore Info:padams@eller.arizona.eduwww.publicadmin.eller.arizona.edu/mpaH. Brinton MilwardWWW.ELLER.ARIZONA.EDUSPRING 20099

I N N O V A T I O N SFinancial Futures:Eller introduces real estate trackfor MBA and MMF students.Chris LamoureuxMBA and master’s of finance (MMF) students interestedin real estate have a new option — in fall, the Eller Collegefinance department launched a focus track in that area.The program was developed in consultation with industryleaders, including Bourn Partners and Meritage Homes ofTucson and Vestar Development of Phoenix.“We designed a curriculum that is very much applied,with avenues for exploration such as visits to firms, aspeaker series, and a set of complementary classes sostudents can tailor their expertise and develop a broadunderstanding of the industry,” says finance departmenthead and Diamond Professor Chris Lamoureux.Students in the track take a two-course sequence inreal property and real estate development plus electivecourses in areas such as sustainable development, localeconomic and community development, land use andgrowth controls, the land development process, or sustainabledesign and the Leadership in Energy and EnvironmentDesign (LEED) initiative. MBA students also work througha summer-long internship and MMF students complete athree-month practicum. The first graduates of the programwill enter the job market in 2010.“There’s no doubt that over the next 20 to 30 years,real estate will be a driver of growth and value in Arizona,”Lamoureux says. The state is expected to surge to apopulation of over 15 million by 2040, which could boostArizona into the top five most populous states in thecountry, according to the Economic and Business ResearchCenter at the Eller College.“As we worked with industry leaders to develop curriculum,we came to understand how entrepreneurial theirfirms are — no two are completely alike,” says Lamoureux.“We also discovered that people come to the field frommany different industries, and that an interdisciplinarybackground can be a significant professional asset. Weplan to bring in a whole range of perspectives to addvalue to the program, and the entrepreneurial focusmakes sense for the Eller College.”The new real estate track is one of three areas ofspecialized study available to MBAs and MMF students. Thefixed-income track provides a unique, in-depth study ofinterest rates and the world of asset-backed securities; andthe corporate finance track familiarizes students with thedecision-making tools used by corporate finance leaders.10 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

From the Lab to the Marketplace:McGuire Entrepreneurship Program establishes Ph.D. minor.Doctoral students in many disciplinesare working on some of the most promisingresearch projects on campus. Butthe rigors of their individual programspreclude them from taking part inentrepreneurial education, the vital nextstep in shepherding those research projectsinto the marketplace.“There is considerable demand toadvance scientific discovery into application,”explains Sherry Hoskinson, director ofthe McGuire Center for Entrepreneurship.“That is where any discovery reaches itsultimate value, be it social, environmental,or commercial.”The one-year McGuire EntrepreneurshipProgram is open to all UA students, butdoctoral students are challenged to findtime for the program in addition to theacademic demands of their own programs.The McGuire Entrepreneurship Programhas proposed a new Ph.D. minor so thatmore doctoral students can access entrepreneurialeducation as part of a formalprogram of study, and has applied forgrants which would incent more studentsto apply.“Doctoral students benefit from theentrepreneurship program in several ways,”says Hoskinson. “They can quantify thecommercial value of their own cuttingedgeresearch, illustrate its environmentalor social value, and come to understandthe legal framework of business andintellectual property.”The McGuire Center is seeking fellowshipfunding and developing partnerships withseveral units throughout The Universityof Arizona.Pouria Valley (center) is a doctoral student in optical sciences;he brought his research in that area to the McGuireEntrepreneurship Program. He and teammates Yan An (left)and Jamie YuFang Huang (right) identified a promisingavenue for his innovation in the cell phone market.WWW.ELLER.ARIZONA.EDUSPRING 200911

C O N N E C T I O N SEllEr OvErsEas:Undergraduates to take first-semestercohort classes in China.The Cohort in China kicked off in the fallwith a dinner event featuring traditionalChinese dancing and drumming.stock photoThe classes and faculty are the same, but the context iscompletely different: this summer, 50 Eller College studentswill take their first-semester cohort classes in Nanjing, China.“Students who are interested in international business can’tlearn about it just sitting in a classroom — they need toimmerse themselves in other cultures,” says Sue Umashankar,director of the Global Business Program at the Eller College.“We are offering five classes abroad, so students can live andlearn in China while earning credits toward their degrees.”Over the course of eight weeks, the students will earn15 credits of upper division classes taught by Eller Collegefaculty. The program is available to business management andmarketing majors who have been accepted into the professionalphase of their Eller College education. There were originally35 slots for the program, but the college expanded the programto 50 in response to student demand. Accepted students willlive in a modern business hotel in downtown Nanjing fromMay to July while taking classes. Students will also participatein excursions to Shanghai and Beijing.“We have committed to holding this program in China fortwo years,” Umashankar says. “After that time, we couldexplore similar arrangements in other parts of the world —perhaps India or Brazil.”The program complements existing opportunities forEller students to gain international exposure, including studytours, study abroad, and international internships.12 ELLER PROGRESS THE UNIVERSITY OF ARIZONA ®

Learning Virtually:Eller professor uses emerging technologies to promote learning.By Serida Fong (BSBA Marketing ’09)As technology continues to progress,Eller professors seek ways to translatetechnological advancements into learningopportunities. Management and Organizationslecturer Suzanne Delaney has donejust that for students in her statistics class,who created a Second Life experience fortheir classmates as an alternate means tolearn the class material.Second Life is a free, user-created 3Dvirtual community that anyone can accessonline. In Fall 2008, students in Delaney’sclass were invited to participate in theStudent Technology Preceptorship class tofurther explore emerging technologies andlearning opportunities with Second Life,Flash animation, and podcasting. TheStudent Technology Preceptorship, coordinatedby UA learning technology specialistWayne Brent, is a project-based coursewhere students learn and create real-worlddigital content for various universityprojects using dynamic websites, digitalvideo, virtual reality, and animation.Brent and Delaney collaborated to bringEller students new learning options. “Wewere interested in creating something thatintegrated statistics with new technologiesthat students were curious about,” explainsDelaney. A dozen interested students signedup for the class the first semester.Delaney’s Second Life project is stillunder construction and continues to grow.Students using Second Life in Delaney’sstatistics class are able to engage in realtimechat with other students in the class,view videocasts and presentations ofDelaney’s class lectures, and view instructionalFlash animations created by theStudent Technology Preceptors. “One of thethings the students like best,” says Delaney,“is that they gain a real sense of communityworking on the project. It’s great that theyare engaged in statistics in a fun virtuallearning environment.”“It’s a way to learn one topic from multipleangles,” says student Jordan Edris, whofocused on the Second Life component ofthe project. “The main goal was to makea place where students could get helpwith statistics.”Steven Loitz, who focused mainly on thecreation of the Second Life environment,had previous knowledge of the program andcommended the project. “It was great workingunder Professor Delaney; everyone wasable have input on the project,” he says.“Now that we have established the foundation,it’s just going to get even better.”FIRST STEPS IN A NEW WORLDSecond Life is changing business paradigms,and Eller College’s Business CommunicationProgram is exploring how it may influencelong-distance team interaction, and how thoselessons apply to distance learning.This semester, teams of students in RobinBreault’s upper-division undergraduate businesscommunication course are using SecondLife as a meeting space to gauge its potentialto foster collaboration and camaraderie in theclassroom. “Second Life holds enormouspotential as an immersive virtual work spacefor teams,” says Diza Sauers, senior lecturerin Management and Organizations. “It’s ourgoal to prepare students to understand andcommunicate effectively; this is essentially anew communication medium.”The Business Communication programis currently designing online professionaldevelopment courses that maximize learningthrough use of virtual environments.Scenes from the Eller College’sSecond Life presence.WWW.ELLER.ARIZONA.EDUSPRING 200913

F E A T U R EDean Paul Portney with undergraduate students.14 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

a matter of responsibilityThere is little debate that corporate socialresponsibility (CSR) can be behind attention-gettingcampaigns for social good. Consider the (RED) seriesof consumer goods partnerships, which raisemoney for the Global Fund to Fight AIDS. Or GE’sEcomagination campaign, which highlights thecompany’s green initiatives.But CSR is far from simple or clear-cut. The termitself has no standard definition. Is it philanthropicgiving? Gifts in kind? Operations-level sustainabilityinitiatives? Production of healthy or environmentallyfriendlyproducts or services?One thing is clear: if the purpose of business isto generate profits, then whatever CSR initiatives acompany institutes must also be compelling to shareholders— especially in times of economic downturn.At the Eller College of Management, ethics andresponsibility are topics for discussion in a varietyof forms. The Raymond Spencer Program of AppliedEthics seeks to understand how ethics diffusethrough organizations. Students on the Eller Board ofHonor and Integrity reach out to regional high schoolstudents through the High School Ethics Forum,expanding this year to Scottsdale. Paul Melendez,director of Eller College ethics programs, hosted aday-long workshop for public sector employees inMarch. This year’s Thinking Forward Conference,which brings together corporate leaders and marketingstudents, revolved around the theme of CSR. Andthe Eller MBA chapter of Net Impact brought seniorleadership from American Honda, APS, and Monsantoto engage students in a healthy debate on CSR.WWW.ELLER.ARIZONA.EDUSPRING 200915

F E A T U R EresponsibleresearchLast year, Eller Collegedean and Halle Chair in LeadershipPaul Portney published a review paperon corporate social responsibility,“The (Not So) New Corporate SocialResponsibility: An Empirical Perspective,”in Review of Environmental Economicsand Policy. Eller Progress checked in withthe dean to gather insight fromthe field.PROGRESS: How do you definecorporate social responsibility (CSR)?PAUL R. PORTNEY: This isn’t as easy todo as it may seem. Some people defineCSR to mean things that a company doesthat it’s not required to do (e.g., reduceits pollution more than the EPA requiresit to do). But that still allows for caseswhere a company may do this to increaseits profits (by currying favor with itscustomers, workers, or investors, say).Others define CSR as only those thingsthat a company does that it knows won’tpay off in the bottom line.16 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

PROGRESS: Your paper indicates thatthe phenomenon of CSR is not new,but the term is. What has changedabout the way that companiesapproach CSR and the way consumersregard it?PRP: What’s changed is that companiesnow realize that their stakeholdersoften breathe down their necks everybit as much as their shareholders. Forthat reason, they are trying to takecredit for the good things they havealways done; they’re also thinking moreabout new things to do to “green up”their reputations.PROGRESS: What motivation docompanies have to engage in“beyond-compliance” programs?Are these programs paying off?PRP: Some firms believe that theirbeyond-compliance activities will payoff in higher profits; others find CSR tobe a nuisance, but one that they haveto deal with given evolving attitudeson the part of some about the roleof corporations.PROGRESS: Can you summarize thefindings on investment funds thatscreen for CSR?PRP: The studies that have attemptedto link some measure of CSR (there aremany) to some measure of financialsuccess were recently surveyed andre-analyzed. The conclusion was thatafter looking at nearly 150 suchstudies, CSR may be very slightlycorrelated with financial performancein a positive and statistically significantway. The authors also conclude,however, that the effect is so smallthat firms might better spend theirtime thinking about other ways toenhance profitability.PROGRESS: Your paper suggeststhat, particularly with regardsto “green” initiatives, CSR canamount to a marketing strategy.How skeptical should the averageconsumer or investor be about firmsthat tout their commitment to CSR?PRP: Customers or investors ought tomaintain a healthy skepticism aboutfirms that boast of their “greenness.”Remember what has happened to BP,the company formerly known asBritish Petroleum, but which over thelast decade or so began calling itself“Beyond Petroleum” to connote itsenlightened position on the environment,worker safety, and so on. Itbecame the darling of environmentaland other social advocates, at leastuntil an explosion at one of its Texasrefineries not only killed a dozen or sopeople but also revealed that it hadbeen cutting corners on safety at theplant for some time. On top of that, ithad suffered serious leaks from an oilpipeline that was not being properlymaintained and inspected. Any goodwillthat BP had gained has all beendissipated, and then some.UnderstandingUnethical Behaviorin GroupsAs part of his research into groupsand teams, associate professor ofmanagement and organizationsAleksander Ellis [see Research Reporton page 6 ] is examining the propensityfor groups to behave unethically— specifically, whether psychologicalsafety influences the frequencyof unethical behavior.“The literature suggests thatpsychological safety is beneficial togroups, representing the level ofcomfort among group members interms of interpersonal risk taking,”Ellis says. “But, certain individualshold ethical orientations that aremore likely to view cheating asacceptable. When those individualsare operating in a group with highlevels of psychological safety, the riskof cheating may greatly increase.”Ellis and graduate student MattPearsall gave student groups anethical decision to make by providingan easy opportunity for them tocheat. Results indicated that, forcertain individuals, being in a groupwith high levels of psychologicalsafety significantly increasedcheating on the task.WWW.ELLER.ARIZONA.EDUSPRING 200917

F E A T U R EC E O r o u n d t a b l e“You always try to be responsibleto the community in whichyou operate, but you have todo so within your means. If youcan give back, you do, but ifthe company isn’t doing aswell, you have to cut back. Intimes of economic hardship, itcan be difficult: you can’t giveif you’re not profitable. Themost important thing in my lifeis integrity, and if you can’tgive financially, you canalways give your time, andencourage your employees todo the same.”KARL ELLERBSBA Marketing ‘52Founder and CEO,The Eller Company“As the global leader in thetoy industry, we believe thathow we achieve success isjust as important as thesuccess itself. From productsafety and workingconditions in our plantsto corporate governanceand philanthropy, ourcommitment to corporateresponsibility alignswith our company’s corevalues and resonatesin our actions eachand every day.”ROBERT ECKERTBSBA Marketing ‘76CEO, Mattel Inc.“In the broad context, we tryto be good citizens. Many ofour executives are involvedin philanthropic boards, andwe encourage our leadershipto do so. We also have agreen building program andour houses have EnergyStar certification. It’s reallyimportant for the peoplewho work for you to be ofgood character, to be exemplarycitizens. We’re sellingproducts that appeal to thebuying public, and theywant to buy from goodcorporate citizens.”STEVE HILTONBSBA Accountingand Real Estate ‘83CEO, Meritage Homes18 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

CSR initiatives take many forms. Eller Progress checked in with alumniat firms in a variety of industries to see what they’re doing, how theyapproach CSR in a challenging economy, and why it’s important.“What comes to my mind isthe idea of giving back to thecommunity and involvement incharitable causes. We givemoney and tonnage of food tocommunity food banks, andwe have a corporate budgetfor charitable requests which Isee personally. But our firstresponsibility is to make asmuch money as we can; tocreate new jobs throughreinvestment; to investin innovation.”NORMAN MCCLELLANDBSBA IndustrialLabor Relations ‘49Chairman, ShamrockFoods Corporation“When we talk about corporateresponsibility, we talk aboutpursuing a business strategythat’s responsible in the shortand long term, focused onthree primary areas: entrepreneurship,and supportingstart-up companies; education,through programs like theErnst & Young AccountingCareers Awareness Programthat we sponsor at the EllerCollege for disadvantaged highschool students; and sustainability,by working to minimizeour impact on the environmentand our carbon footprint.”RON BUTLERBSBA Accounting ‘91Senior Vice President,Ernst & Young“Corporate social responsibilityis just part of being a goodpartner in your community. Toooften, it’s tied to dollars insteadof allowing time for employeesto get involved in things thatmean something to them,whether that’s a church or asynagogue or whatever is nearand dear to their hearts.Companies should allow timefor employees to give back. It’spart of being a good person,of leading a good life.”BRIAN LESKBSBA Business ‘80CEO, DiversifiedHuman ResourcesWWW.ELLER.ARIZONA.EDUSPRING 200919

F E A T U R EsustainableinvolvementBenjamin Lyon (left) andMatt Gindlesparger.“I picked up a newspaperand read about the SolarDecathlon project. Theywere looking for businessstudents to get involved,and I have a backgroundin building materialssales. I gave them a call,met with Matt, and theybrought me on.”— Benjamin LyonFirst-year MBA BenjaminLyon came to the Eller College planningto get involved, but the speedat which it all came together tookhim by surprise.Shortly after arriving in Tucson, heand his wife were browsing at the17th Street Market. “I picked up anewspaper and read about the SolarDecathlon project,” he says. “Theywere looking for business studentsto get involved, and I have a backgroundin building materials sales. Igave them a call, met with Matt[Gindelsparger, principal investigator],and they brought me on.”The Solar Decathlon is an invitation-onlyinternational competitionsponsored by the U.S. Departmentof Energy every two years. TheUniversity of Arizona is one of twentyschools — and the only school inthe Southwest — tasked withdesigning and building a completelysolar-powered, 800-square-foothome. The structure is under constructionnow, and will be reassembledon the National Mall inWashington, D.C. in October.“I’m helping with fundraisingstrategy,” Lyon explains. The team iscomprised of students from architecture,engineering, material sciences,agriculture, landscaping, andplanning. “The project has significanttravel costs, since the dwelling willneed to be transported by truck ortrain and then fabricated onsite by ateam of students,” Lyon says.The Solar Decathlon project alsoties into Lyon’s activities with theEller MBA Net Impact chapter. “NetImpact is an international nonprofitorganization out of San Franciscothat gives business students anavenue to use their skills to improvesociety,” Lyon says. stepped up tolead the Eller chapter of Net Impactwith second-year MBA CyrusKhosh-Chashm.One of their first projects was tohost a panel on CSR featuring CherylMorley of Monsanto, Edward Fox ofAPS, and David Raney of AmericanHonda. [see page 28 for a Q&Awith Morley].“The Eller chapter of Net Impactsupports three primary activities,” Lyonsays. “The first is a campus sustainabilityinitiative, the second is microfinance,and the third is curricularchange.” The Eller chapter focusedon the third issue, and developed aquestionnaire to find out what typesof new elective courses appealed totheir peers. They identified demand fora course in sustainability, which deanPaul Portney and SRP Professor ofTechnology, Public Policy, and MarketsStan Reynolds are developing forspring ’10.It’s an ambitious agenda to take onwhile working through the first year ofthe MBA program. “I wanted to contributeon a large scale,” Lyon says.“And everything has just worked out.”For more information about the UA’sSolar Decathlon team, or to support theteam, visit www.uasolardecathlon.com.New! Eller introduces dualMBA/Master of Planning degreeA new MBA/ MS Planning degree isavailable for students interested inbusiness and policies development,green building, land and resourceuse, and regional planning. For details,visit http://mba.eller.arizona.edu/dual/.20 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

international aidRising unemployment makes job hunting a tough propositionfor skilled workers who already know how to use thesystem. For political refugees newly arrived in the U.S., thechallenges can appear insurmountable.After volunteering for the last year with refugee familiesin Tucson, management senior lecturer Cindi Gilliland cameto see first-hand the odds stacked against them as theystruggle to make ends meet after limited state sponsorshipexpires. “There’s one family in particular I’ve really gotten toknow,” she explains. “I described the family’s plight to oneof my classes and asked them to let me know if they heardabout any job opportunities.”Jason Mighdoll, president of the Students in FreeEnterprise club, was in the class. “Part of their goal is tomake a difference in the world,” says Gilliland. “The clubwas looking for a project, and they voted unanimously todevelop a program to help refugees find jobs.”On February 6, the club hosted a kickoff meeting at which15 refugees were each paired with a student mentor for thefirst of a series of four employment workshops. The studentsworked with refugees to help identify childcare and transportation.Following the first session, each was charged withhomework of finding a nearby library, learning to access theinternet to search for jobs, and filling out two applications.“The hope is that the workshops will result in the refugeesfinding employment, but it’s also an important way for themto develop friendships and make connections in the community,”says Gilliland.Over the course of the semester, Gilliland says that thestudents will conduct three sets of the employment workshops.And there is no shortage of student volunteers forthe project: 60 students from Gilliland’s management 310Aclass are earning extra credit by pairing up with refugee jobseekersin the second and third sessions of the program, andan additional 60 students are working to create a refugeejob fair scheduled for May 2 at McClelland Hall. “We’re justputting all of this energy and enthusiasm to work,” she says.Cindi Gilliland photoCindi Gilliland with studentsPriyanca Kotwal and Meg Hawley.Employers interested in participating in the refugee job faircan contact Cindi Gilliland at cgill@eller.arizona.edu.WWW.ELLER.ARIZONA.EDUSPRING 200921

G A T H E R I N G S G A T H E R I N G S G A T H E R I N G SSave theD ATEMIDYEAR ECONOMIC UPDATEThursday, June 18, 7:00 a.m. at the DoubleTree Hotel Reid Park, TucsonJoin us for breakfast as UA economists Marshall J. Vest andGerald J. Swanson review the national, state, and metro economies atthis must-attend event. Reservations required.For information, visit www.eller.arizona.edu/outlook.PROFESSIONAL ADMISSION INTERVIEWSaturday, September 26, 7:00 a.m. at McClelland HallVolunteer to interview undergraduate students preparing to enterthe professional phase of their Eller College education.Sign up to volunteer at www.eller.arizona.edu/eca.TECHNOLOGY MANAGEMENT AWARDS LUNCHEONFriday, October 16, Phoenix-area location TBAJoin the Eller College of Management and the College of Engineeringas they honor exemplary leaders who operate at the intersectionof technology and business.HOMECOMING 2009Friday and Saturday, November 6-7 at the UA CampusReunite with the Eller College of Management and celebrate Homecoming 2009.Learn more and register online at www.eller.arizona.edu/homecoming.22 ELLER PROGRESS THE UNIVERSITY OF ARIZONA ®

2 0 0 8 - 2 0 0 9D I S T I N G U I S H E D S P E A K E R S E R I E SConnecting students with industry leaders.MARIA BARTIROMOOn March 5, CNBC host Maria Bartiromojoined dean Paul Portney, students, andcommunity members for an informalconversation on the currenteconomic situation.WWW.ELLER.ARIZONA.EDUSPRING 200923

A L U M N I N O T E S &P R O F I L E SEntrepreneurial DeterminationKevin Madden, BSBA '81CEO, Madden MediaBy Eric Van MeterA L UprofileM N IKevin Madden photoKevin MaddenPerhaps it’s something aboutgrowing up under the Montana sky,all that open blue inspiring thoughtsof freedom, possibility. Kevin Maddenwas an entrepreneur long before hestruck out for The University ofArizona. Of course there was shovelingsnow and mowing lawns as a kid.Later, a business building homes.Even a stint felling toweringLodgepole pines, trees he'd heftunder one arm and drag from theforest on foot. Not easy, but goodpractice for any entrepreneur—ittakes determination and sweat tobuild a business.That business had humble beginnings.Madden spent a short time inCalifornia selling ads for yellow-pagelistings. But the gig took him too farfrom Tucson, which he'd grown to love,and too far from Jill, then girlfriend,now wife, mother of their three daughtersand partner in building and runningMadden Media.So Madden returned to Tucson. Itwas 1982. The country had hit recession,jobs were scarce. But developerswere scraping ground for what's nowthe Hilton El Conquistador Golf &Tennis Resort. Madden thought aboutthe people who'd stay there. Hethought about selling ads in California.He knew he wanted to be his own boss.K A N S A S C I T Y ' S O F F I C I A L V I S I TO R G U I D E • K A N S A S C I T Y G R O U P PAC K AG E P L A N N E R • VA L L E Y G U I D EGREATER PHOENIX OFFICIAL VISITORS GUIDE • MEETING & TRAVEL PLANNER GUIDE FOR GREATER PHOENIXPHOENIX AREA MAP • ST. LOUIS OFFICIAL VISITORS GUIDE • TUCSON GUIDE • TUCSON OFFICIAL VISITORS GUIDET U C S O N D E S T I N A T I O N P L A N N I N G G U I D E • T U C S O N C I T Y M A P • T U C S O N N E W C O M E R S G U I D ETUCSON HOME • ARIZONA: THE GOLF STATE • OFFICIAL ARIZONA GOLF GUIDE & DIRECTORY ADVERTISER INDEX24 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

When he put it all together, he, Jill,and a friend spent the next weekpatching together a demo visitormagazine/directory."I'd go to Buffalo Exchange, buypolos and khakis and drive around inmy '68 VW bug trying to sell ads withthis mockup we photocopied atAlphagraphics," Madden recalls, "inAugust. With no A/C." (Remember thatbit about sweat?) But the idea had legs,ads sold, hotels got on board and thatJanuary, 1983, Tucson Guide was born.The rest, as they say, is history. Theyentered the Phoenix market, begansweeping local media competitions.Specialty publications followed. In theearly 90s, Madden launchedArizonaGuide.com, a frontrunner inonline travel/tourism info. Then, in2003, the company acquired PreprintPublishing, specializing in travelfocusednewspaper inserts, andbecame Madden Media, the country'slargest destination marketing business:15 publications, extensive emediaservices, and inserts reaching 110million readers a year.The strategy behind the Maddens’success isn't complex: find a need, andwhile you're meeting it, find the next;do what you know, but stay at thecrest of technology; evolve. And whileMadden humbly says, "I had less to dowith it than others," it's determinationthat's kept him at the helm of thecompany that puts everywhere elseon the map. From that post, he offersthis advice:"For anyone who has the urge to bean entrepreneur, I say do it. And startyoung. It's easy to work 100 hours aweek when you're young. When you'reolder, you suffer. Your family suffers.It's easy to be young and poor. It'sa lot harder to be old and poor. But ifyou're wondering, should I do it? Yes,you should."WWW.ELLER.ARIZONA.EDUSPRING 200925

A L U M N I N O T E S &P R O F I L E SSprinkles on TopCharles Nelson, BSBA Finance ’92Co-Founder and President, Sprinkles CupcakesA L UprofileM N ICharles NelsonIn 2006, Charles Nelson, his wifeCandace, and his brother lugged 400cupcakes across the country. “We couldn’tcheck them on the plane, and we eachhad 140 cupcakes in these huge cases —we just had to stuff them in the overheadbins,” he says.It sounds like madness, but what elsecan you do when Oprah invites you onher show with less than a day’s notice?The business Nelson and his wifeco-founded, Sprinkles Cupcakes, wasan official hit.From a young age, Nelson always hadthe entrepreneurial bug — but he neverimagined himself helming a cupcake bakery.“My father was the president of abank,” he says. “I was always enamoredCharles Nelson photowith Wall Street. I was the only kid in mytenth grade to rush out and see WallStreet with Michael Douglas.”He came to The University of Arizonafrom Oklahoma City and earned hisundergraduate degree in finance. Fromthere, he joined a public finance firm inhis home town. “After a year and a half, Iwas up for bigger challenges,” he says. “Iapplied to business schools and got intoto the MBA program at Darden.” He completedan internship with Morgan Stanley,working in mergers and acquisitions andIPOs, including the Netscape IPO. Aftergraduation, he took a position with AlexBrown & Sons in San Francisco. “TheInternet was really emerging,” he says. Hejoined secondspin.com, and then, in 2001,he got married and started his ownconsulting firm.“My wife had followed a parallel pathin investment banking,” he says, “But shealways loved baking, and her greatgrandmotherhad owned restaurants inSan Francisco.” Candace decided to go topastry school, and after she finishedschool, she began a business selling cakesout of their home. “Even her best customersdidn’t need more than one or twogourmet cakes a year,” Nelson says. “Westarted to wonder, why don’tpeople make cupcakes with the bestingredients? Belgian chocolate, realchocolate sprinkles, great flavors withnatural zest?”When the Internet bust began to hit,the Nelsons left the Bay Area to makea change. They spent a year and a halfdeveloping cupcake recipes and creatinga clean, modern brand in consultationwith an Austrian art director. “Weopened the first store in Los Angeleson April 13, 2005,” he says. “The daywe opened, we sold out in two hours.We had 200 cupcakes — and those tooka long time to make! We could onlymake two dozen a batch — but peoplewere buying two dozen at a time.” Overthe next year, they got their operationsunder control, and then they got thecall from Oprah’s show.“We started getting calls from allover the country,” Nelson says.Sprinkles doesn’t ship, but the coveragehelped set the stage for further expansion.They have since opened stores inNewport Beach, Dallas, Scottsdale, andPalo Alto. Two years ago, WilliamsSonoma stores around the countrybegan selling Sprinkles cupcake mixes.“Investment banking is project driven,but your own business is ongoing.It’s a living, breathing being — and itdoesn’t seem like work,” he says. “Welove what we do. We started with fourpeople, and now we have 241 people,with the original four still there. It’sbeen an amazing 3-1/2 years.”26 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

News FROM ALUMNIUpdate your contact information and tell us what’s new: progress@eller.arizona.edu.1970sSteven Rousso ’79 BSPA ’83 MPASteven is co-founder and senior partner with HFSConsultants, a management consulting firm for thehealthcare industry.1990sApril Bourie ’99 MBAApril is tourism sales manager with the MetropolitanTucson Convention & Visitors Bureau. She and herhusband are expecting twins in August 2009.Kevin Kraus ’99 MBAKevin is director of marketing at Ventana MedicalSystems. He and his wife Heather (also ’99 MBAwith Ventana) are expecting their second baby inJuly 2009.2000sShannon Aichele Zock ’00 BSBABusiness ManagementAfter graduating, Shannon joined Lockheed inDenver. Eventually marriage and her passion forearly childhood education took her to the Midwestwhere she earned her MA in teaching. She hastwo young daughters, Adrianna and Alexandra(pictured above).Geoff Ball ‘02 BSBA ManagementGeoff is currently executive vice president ofsales and a partner in the private portfoliolending firm Landmarc Capital & InvestmentCompany.Pearl Bailey ’03 BSBA MarketingPearl is now going on her fourth promotionat the Nissan Corporation as a marketingmanager. Prior to Hurricane Katrina, sheworked on the service side of Nissan dealerships,but now she focuses on turningaround New Orleans dealerships, whereperformance before the storm was weak.Kaitlin Murphy ’03 BSBA FinanceKaitlin began her career as a real estate analystfor Holliday Fenoglio Fowler in OrangeCounty, CA. She was recently accepted to theLondon School of Economics where she willattend graduate school in fall.Erica Repowitz ’04 BSBA BusinessManagementErica works in marketing in the film industry.Her sister Elissa, an engineer, is now workingtowards her MBA in Eller’s evening program.Anthony Wingate ’04 BSBA Marketingand Business ManagementFellow alumnus Jorge Pongo helped Anthonysecure a position at Vanguard. Since then,Anthony has helped over a dozen Eller gradstudents get offers or positions at Vanguard.Audrey Belliard ’06 BSBA MarketingAudrey began her career with Microsoft inWashington and later moved to the Irelandlocation. Audrey, who is currently living inNew York, is now engaged to Troels Smith.Matthew L. Bycer ’06 MBAMatt earned his JD and began his patent andtrademark legal practice in Phoenix at Cahill,von Hellens & Glazer, PLC. Matt currentlyhelps entrepreneurial businesses obtain andleverage intellectual property assets tofoster new products and growth.Kuan-ling Liu '06 MMFKuan-ling is a management associate forthe Chinatrust Commercial Bank inTaipei, Taiwan.Jorge Pongo ’06 BSBA FinanceU.S. Marine Jorge Pongo just returned from atour of duty in Africa, after two in Iraq. Jorgejoined Vanguard after graduating.Matt Van Horn ’06 BSBA Marketing andEntrepreneurshipMatt works in marketing for Digg.com. Heis also a founder of Zimride, a Facebookcarpool facilitator.Brandon Banks ’08 BSBA BusinessManagementA department head award recipient, Brandon’sundergraduate career was interrupted when hewas called back to Iraq. Since graduating, Bankshas had a baby girl and has secured a job inSacramento, California.E L L E R C O L L E G E O F M A N A G E M E N TWWW.ELLER.ARIZONA.EDUSPRING 200927

LAST WORD ON Corporate Social ResponsibilityGabriela Robles Ibarra photoCheryl P. Morley, Senior VicePresident, Corporate Strategyof MonsantoCheryl P. Morley (BSBA Accounting’76) is responsible for enterprisestrategy at Monsanto, includinginvestment portfolio analysis, mergers,acquisitions, and divestitures. Shehas been with the Saint Louis-basedagricultural company for 26 years.The firm produces leading seedbrands in large-acre crops as well assmall-acre crops like vegetables.Before assuming her role in corporatestrategy, Morley served as presidentof the Animal Agricultural Group.She also led marketing and businessdevelopment efforts for Monsanto'sNutraSweet product and held a numberof positions that involved strategicplanning, commercial development,and financial analysis at G.D.Searle and Nabisco Brands. Morleywas formerly a Certified PublicAccountant with Ernst & Young.PROGRESS: How is corporate social responsibility (CSR) good for business?CPM: There is a pretty substantial debate on corporate social responsibility rightnow: what it means, whether it should be purely altruistic, and how to balancethose concerns and be profitable. We as a company absolutely believe that you cando all the right things and still make money for shareholders. Even though ourfirst responsibility is to shareholders, we have to be perceived as being a positiveforce in the world — it’s a two-way street.PROGRESS: Do you see a conflict between CSR and shareholder interests?CPM: There doesn’t have to be a conflict. The bottom line is that if a company doesnot make money for its shareholders, it will cease to exist. But investors are interestedin investing in ethical companies, so these can go together. At the same time, acompany can’t take shareholder money and funnel it into large philanthropic giftsthat won’t make sense to an investor. At Monsanto, we give $15-25 million awayevery year in one of four different focus areas, including science-based educationand nutritional improvement through agriculture. But we have to explain to ourshareholders why we’re giving money away, so we publish all of our giving in anannual report.PROGRESS: What role does personal ethics play in CSR?CPM: Ethics have to be the foundation of a company. Right now we’re seeingwhat happens when the ethics of a company fall apart. At Monsanto, we instituteda corporate business ethics group eight years ago. It’s who we want to be — acompany recognized for our integrity and ethics. When you have an ethical base,CSR is a natural extension. If companies don’t have integrity and ethics as a value,things can go haywire.PROGRESS: How have you seen CSR evolve over the years?CPM: News about CSR is heightened in the good times; we hear less about it whenthe economy goes bad. What we see on TV and in magazines is the negative, but ifit were all negative, we wouldn’t have any companies worthy of investment on theNew York Stock Exchange and NASDAQ. There are major companies doing greatthings. When a corporation leaves an area, you find out about all the charitablesupport they were providing to nonprofits in the area. I think we need to hear morepositive stories about what companies are currently doing in the area of CSR.C O R P O R A T E S O C I A L R E S P O N S I B I L I T Y28 ELLER PROGRESSTHE UNIVERSITY OF ARIZONA ®

Maybe you have a story of your own abouthow a certain professor inspired you to pushyourself farther than you thought you couldgo. Whose insight made you rethink yourcareer path. Or whose guidance helped youfind that first job out of school.There's a shortage of business professors outthere, and they are in demand. It's gettingtougher and tougher to recruit and retainthe best. But you can help, by contributingmuch-needed resources toward the Friendsof the Faculty program. Your gift will be usedto ensure that the next generation of Ellerstudents learns from the very best.For more information, contactDebra Rodriguez at 520.621.9954or dzrodrig@eller.arizona.edu.“I really had some amazing professors at the UA —Professor Moses in finance, Professor Swanson ineconomics — and they gave me a great base fromwhich to start my career.”— Charles Nelson, BSBA Finance ‘93[see profile on page 26]Gerry Swanson,Thomas R.Brown Chair in EconimicEducation and best-selling author.APS Professor of Economics • APS Professor of Management and Technology • BeachFleischman Professor • Susan Bulkeley Butler Faculty FellowH. and Callie Anne Clark Faculty Fellow • Coca-Cola Professor of Marketing • Deloitte & Touche Professor • Donald R. Diamond Professor of FinanceRobert and Kathleen Eckert Faculty Fellow • Estes Homes/Neill/Sheafe Professor • Freshwater Group Faculty Fellow • Frank and Clara Kramer ProfessorThe Gemelli Professor • Brian Lesk Professor (2) • Levine Family Faculty Fellow • Humberto Lopez Professor • McClelland Professor (6)Leahmea McCoy / Jim Rogers Faculty Fellow (5) • Lou Meyers Centennial Professor • Office Depot Professor • Frank and Susan Parise Faculty FellowL i s l e a n d R o s l y n Pa y n e P r o f e s s o r • P i t t l u c k F a m i l y F a c u l t y F e l l o w • S a l t e r P r o f e s s o r o f M a n a g e m e n t a n d Te c h n o l o g yDonald Soldwedel Professor (3) • SRP Professor • Jon and Tammy Underwood Faculty Fellow • Anheuser Busch Chair in EntrepreneurshipThe Thomas R. Brown Family Foundation Chair in Technology and Management • The Thomas R. Brown Family Foundation Chair in EconomicsH a l l e C h a i r i n L e a d e r s h i p • A r n o l d L e s k C h a i r i n M a n a g e m e n t • J i m a n d Pa m e l a M u z z y C h a i r i n E n t r e p r e n e u r s h i p

ELLER COLLEGE OF MANAGEMENTPO Box 210108Tucson, Arizona 85721-0108NONPROFIT ORG.U.S. POSTAGEPAIDTUCSON, ARIZONAPERMIT NO. 190Change Service RequestedW W W.eller.arizona.edu • Email us at progress@eller.arizona.eduVISIT WWW.INVESTINELLER.COM TO FIND OUT HOW YOU CAN GIVE BACK AND GET INVOLVED WITH THE ELLER COLLEGE.C A R E E R S H O W C A S E 2 0 0 9It’s a tough job market out there, butEller students connected with recruitersat Career Showcase in February. Nowin its 14th year, Career Showcase is thelargest student-managed career fair inthe state. The event is coordinated byDelta Sigma Pi and Eller CollegeStudent Council.Photo by Matthew Goodwin.