RBS at Seventy-Five

Transcription

RBS at Seventy-Five

RUTGERS BUSINESS SCHOOL – NEWARK AND NEW BRUNSWICK
Rutgers Business School–Newark and New Brunswick
Rutgers, The State University of New Jersey
111 Washington Street
Newark, New Jersey 07102-1813
business.rutgers.edu
Dean’s Report • 2 0 0 4 – 2 0 0 5
RBS AT SEVENTY-FIVE
75-Year Retrospective • 1 9 2 9 – 2 0 0 4
Rutgers
Business
School
NEWARK AND
NEW BRUNSWICK
RUTGERS,
THE
STATE
UNIVERSITY
OF
NEW
JERSEY
School of Many Names
Over the past 75 years,
Rutgers Business School–Newark and New Brunswick, in
whole or part, has been known by the following names:
n Seth Boyden School of Business • 1929–1934
n School of Business Administration • University of
Newark, 1934–1946
n School of Business Administration • Rutgers University,
1946–1966
n Graduate School of Business Administration •
1966–1977
n Graduate School of Management • 1977–2001
n School of Business–New Brunswick • 1986–2001
n School of Management • 1993–2001
n Faculty of Management • 1993–2001
n Rutgers Business School–Newark and New Brunswick •
2001–present
It is the policy of Rutgers, The State University of New Jersey, to make the
benefits and services of its educational programs available to students, and to
provide equal employment opportunity to all employees and applicants for
employment, regardless of race, religion, color, national origin, ancestry, age,
sex, sexual orientation, disability, marital status, or veteran status. (Douglass
College, as a traditionally and continuously single-sex institution, may, under
federal law, continue to restrict college admission to women.) Questions
concerning student rights violations should be addressed to Brian T. Rose,
Associate Vice President for Student Affairs (732/932-7312). Questions concerning harassment or employment discrimination should be directed to
Jayne M. Grandes, Director, University Harassment Compliance and Equity
(732/445-3020, ext. 626).
Produced by: Rutgers Business School–Newark and New Brunswick, Office of
Communications and Rutgers’ Department of University Relations
“This Just In”
stock printers frequently fell
enabled a single employee at
experimental telegraphic shop.
behind the transmitter by one or
the main office to synchronize
In 1874, just three years after
stock printer (pictured on front
more letters, exchange compa-
all of the machines so that they
the universal stock printer’s
cover) is symbolic of Rutgers
nies had to send employees to
printed the same information
introduction, Western Union had
Business School–Newark and
various offices to reset printers
simultaneously.
over 3,600 of them in service.
New Brunswick’s 75-year tradi-
that were running out of “uni-
tion of innovation and excel-
son.” Edison solved this problem
n Thomas A. Edison’s universal
lence in business education.
Edison developed this device
for a subsidiary of Western
Union in 1871. Because existing
The machine was produced
in Newark, New Jersey—a major
with one of his key contributions
center for business and industry
to printing telegraphy. Edison’s
and birthplace of RBS—at
screw-thread unison device
Edison’s manufacturing and
Information and photo courtesy of
the Thomas A. Edison Papers,
Rutgers, The State University of
New Jersey.
Historical Research: Dr. Carter Daniel
Written by: Sandy Crisafulli, Carter Daniel, David Muha, Stacey Todd Peters,
Mary Jane Steimer, Amy Vames
Principal Photography by: Peter Byron (p. 16), Dennis Connors (pp. 8, 12, 20,
26, 32, 36), Nick Romanenko (pp. 2, 7)
Support Photography by: Fabian Bachrach, Peter Byron, Citywide Corporate
Photography, Nat Clymer, Dennis Connors, Alan Goldsmith, Roy Groething,
Don Hamerman, Arthur Paxton, The Picture Desk Photo Communications,
Nick Romanenko, Reginald M. Ward
RU-0405-0039/30M
Rutgers Business School – Newark and New Brunswick
Dean’s Report • 2 0 0 4 – 2 0 0 5
RBS AT SEVENTY-FIVE
Contents
Message from the Dean . . . . . . . . . . . . . . . . . . . . . . . 2
History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The “First” Dean . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
The First Alumnus . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Women in Business . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Alumni Association . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Corporate Connections . . . . . . . . . . . . . . . . . . . . . . 16
Community Outreach . . . . . . . . . . . . . . . . . . . . . . . . 20
Faculty Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Global Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Theory and Practice . . . . . . . . . . . . . . . . . . . . . . . . . 36
The Fourth Quarter Century . . . . . . . . . . . . . . . . . . 40
Investing in RBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
List of Donors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Corporate Boards . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
RBS at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
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Message from the Dean
The story of
belongs to many. It has been written by dedicated alumni, faculty, staff, students, and community members over the last seven-and-a-half decades. Dozens gave their time and recounted their experiences to bring this anniversary retrospective to life. Beyond their ties to the school, the contributors shared
in common a tremendous sense of pride in the institution and enthusiasm for what has been accomplished.
Like any great success story, ours begins modestly. We were established in Newark in 1929 by Richard D.
Currier, who initially envisioned us as a prelegal program for the New Jersey Law School. Our doors opened
at the onset of the Great Depression, a period when many questioned the very
economic principles we were teaching. World War II presented further challenges
when the school saw declining enrollments as many students were called to
serve their country as soldiers.
We emerged from this difficult period and spread our wings. In response to
changing times, conferences sponsored by the school dealing with a wide range
of issues emerged in the late ’40s and helped develop synergies with the state’s
business community. An alumni association was formed to serve as a professional network for the school’s growing number of graduates and to provide
them with a forum to stay involved with their alma mater. And our students
grew in quantity and quality.
Master’s programs—which later became our sole focus for several decades—
were added in the early ’50s and quickly flourished. In the ’60s, the curriculum
was revised, placing strong emphasis on the mastery of modern theories and
their application to specific business problems. During the ’70s, the faculty made
the difficult transition from descriptive and service-oriented research to disciplined scholarly inquiry. In the
process, a new PhD in management program was added that put us in the league of other nationally recognized research institutions. RBS continued to grow throughout the ’80s and ’90s. As it sought to acquire an
international reputation and a diverse student body, it extended its reach around the globe. The hiring of
top faculty from many countries, the growth of programs in Asia, and the development of conferences and
collaborations throughout the world gave RBS an international dimension long before other business
schools understood the importance and value of globally oriented education.
These elements—a rigorous academic program, cutting-edge research, an international orientation,
strong ties to business, excellent students, and active alumni—are the hallmarks of the RBS of today and
the cornerstone of our future. As we build for tomorrow, we do so with great pride in all that has been
accomplished. Much remains to be done and we are well positioned for the successes that will far surpass
the exciting achievements of our first 75 years.
RBS AT SEVENTY-FIVE
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History
The Roaring ’20s.
A period of American history
marked by unprecedented economic
growth and optimism.
can understand the social implications of business
Demand for business education was strong, and
decisions and the intricate interrelationships of
Rutgers Business School was conceived to meet
the modern world.”
the need.
Richard Currier, the school’s founder and presi-
The business school opened its doors in September 1929, the close of a decade that fatefully coincid-
the fact that the capitalistic system as we know it is
ed with the end of its prosperity.
on trial for its very existence.” But he was confident
A month later the stock market
that capitalism would survive and be made stronger
crashed, marking the onset of a
by the struggle.
depression that would last
The same would prove true for his nascent
another 10 years. The need for
business school. Through the Depression and the
a quality business school had
war years that followed, dedicated students and
never been greater.
faculty banded together to build the school and
The point was not lost on
Herbert C. Hunsaker
dent, added: “We cannot fail … to face very frankly
establish a solid foundation for what has become
Dean Herbert Hunsaker, who told
Rutgers Business School–Newark and New
the school’s first graduating class
Brunswick. Seventy-five years later, RBS is recog-
that the challenges of the day demanded a new type
nized as one of the best institutions of its kind in
of businessperson. “We desperately need men and
the country.
women of broad training—men and women who
1929
Founding
a bachelor of science in
secretarial work, the dis-
President Currier’s initial
business administration and
tinction of having created
vision was modest: to cre-
a bachelor of science in
for it a scholastic degree.
ate a prelegal program that
secretarial studies, and to
The proposed bachelor of
would support the New
call the proposed school
science program in secre-
Jersey Law School, which
the New Jersey School of
tarial studies consequently
he founded in 1908. It was
Business Administration.
was not approved.
becoming common in the
His application was
mid-’20s for law schools to
require entering students to
have at least two years of
college work, if not full
Richard D. Currier
Currier soon realized,
But the board did grant
partly successful. The legis-
the right to offer a bachelor
lature had recently passed
of science degree in busi-
a law forbidding any private
ness administration, and on
school from thenceforth
May 18, 1929, the future
undergraduate degrees.
however, that there was a
using the words “New
Rutgers Business School–
Since no other college in
real demand for business
Jersey” or “State” in its title,
Newark and New Brunswick
the Newark area was filling
courses. Accordingly, the
so the proposed name had
was born.
this need, the law school
entrepreneurial-minded
to be changed. Second, the
started offering a year of
New York lawyer petitioned
board had adopted a policy
prelegal courses.
the State Board of Educa-
of not granting any “occu-
tion for permission to offer
pation or calling,” such as
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DEAN’S REPORT • 2004–2005
1929
Seth Boyden
School of Business
40 Rector Street, with the
ence, psychology, secretar-
New Jersey Law School and
ial studies, and sociology.
When the proposed
Dana College.
Tuition and fees for a full-
name, the New Jersey
The four-year program
time student amounted to
School of Business Adminis-
featured courses in
$283 for two semesters, or
tration, was forbidden, the
accounting, business law,
$191 for part-time evening
alternate chosen was that
economics, English, finance,
students. The school
of a distinguished Newark
geology, history, insurance,
attracted well over 500
citizen—inventor Seth
management, marketing,
students by 1933.
Boyden. The school shared
modern foreign languages,
its first home, the former
Seth Boyden
philosophy, political sci-
Ballantine Brewery at
1934
School of Business
Administration
Business Administration.
The Great Depression
George Esterly, a professor
a steady decline in which it
was not the school’s only
of accounting at the school,
lost more than 40 percent
major challenge. In January
became its first true dean.
of its students. Part of the
1933, Rutgers President
He took the reins from
decline was a deliberate
Robert Clothier proposed
Herbert Hunsaker, a pro-
result of raised admission
that his school—then a
fessor of English and drama
standards. Part was due to
medium-sized private insti-
who had held the position
the increased number of
tution based in New
until a suitable replacement
Brunswick—annex Currier’s
was found.
Newark colleges. While the
increase in enrollment in
The following year,
Under Esterly’s leader-
1937–38, the school began
George R. Esterly
competitor institutions in
the area, several with lower
so recognized. Accredi-
tuition costs. And still
merger did not take place,
ship, the school rose in
tation by the American
another part was the sharp
the smaller schools realized
prominence. In 1937, Delta
Association of Collegiate
drop in the number of
they were vulnerable to
Sigma Pi, one of two na-
Schools of Business was
women students, from
takeover and competition,
tional honorary business
granted in May 1941. When
more than 16 percent of
and so immediately began
societies, acknowledged the
the accounting program
enrollment in 1937–38 to
planning to band together
school’s quality by estab-
received full recognition a
less than 3 percent in
to gain strength. In 1934,
lishing a chapter at the
few years later, the school
1940–41. (For more on
the Seth Boyden School of
University of Newark. Four
became the only fully
women at RBS, see accom-
Business became part of
years later, in February
accredited business school
panying story starting on
the newly formed University
1942, the other, Beta
in New Jersey.
page 8.)
of Newark and was
Gamma Sigma, did likewise,
renamed the School of
making the university only
Despite the rising quality
of the program and a strong
the 46th in the nation to be
1941
The World War II
Years
faculty had to double
some courses on location
their teaching and
at Fort Dix, and even
World War II produced
activity loads.
granted degrees to senior-
Like the rest of
further hardships for
year students who were
the struggling school.
the university, the
called into service before
Enrollment was shattered,
school taught some
the end of the semester.
the faculty was cut nearly
special wartime
in half as professors served
courses, offered its
provisions, including the
regular courses to
special courses offered for
students in the mili-
the army and the navy,
tary by correspon-
brought revenue to the uni-
in various capacities in
Washington, D.C., course
offerings were greatly
From 1929 to 1948, 40 Rector Street
was home to RBS.
None of the wartime
reduced, and all plans for
Price Administration, Civil
dence, accelerated some
versity, and the result was
the future were set aside.
Service Commission, and
courses in order to fit
constant financial crisis.
With professors serving in
Bureau of the Census, the
tighter schedules, taught
the Treasury Department,
remaining members of the
State Department, Office of
HISTORY
1946
Merger with Rutgers
University of the State of
along with the rest of the
The struggles during the
New Jersey and a State
University of Newark,
Depression and war years
University of Northern New
became part of Rutgers
eventually led university
Jersey. The possible merger
University.
administrators to realize
with Rutgers was revisited
that things could not go on
and eventually emerged
as they had. Proposals
as the favored plan. On
were floated for a
July 1, 1946, the School of
From 1948 to 1973, 18 Washington
Place was home to RBS.
Business Administration,
1950
Establishing the
MBA Program
favorably to the proposal, but war inter-
immediate success. By
Freed from the day-to-
vened and the plan
1952, the year the first MBA
day struggle for financial
was shelved. In
degrees were awarded,
survival, RBS could set
1948, both an MBA
there were more than 225
longer-term goals. Key
and an MSB—a
graduate students in the
among them was establish-
shorter program for
program. It grew fast,
ing a graduate program.
students who had
and by 1957, it awarded
studied business as
one-fifth of the master’s
undergraduates—
degrees in the entire uni-
were proposed. The
versity and had become
This was not the first
time the idea had surfaced.
First MBA students
It was first discussed in
The program was an
September 1941, when a
to study the feasibility of a
latter degree was soon
the 11th largest MBA pro-
committee was appointed
graduate program in taxa-
dropped, but the MBA sur-
gram in the nation.
tion. The state had reacted
vived. The first students
were enrolled in 1950.
1954
MBA in Professional
Accounting
studied it at the undergrad-
backgrounds and were
uate level. This was a way
better equipped to relate
Four years after launch-
for liberal arts students to
to people on a variety of
ing the MBA, the school
learn a profession, like
levels.
added a second graduate
medicine or law, at the
program—a master’s in pro-
graduate level.
The business school
earned national recognition
Von Minden made
for the program. Ten years
sor William von Minden, a
recruiting trips to leading
after its founding, the pres-
practicing accountant highly
colleges and universities
tigious Journal of Account-
esteemed in the metropol-
throughout the region,
itan area accounting com-
attracting quality students
munity, devised the degree
who wanted an alternative
Professor Louis German,
about individual schools,
for students with a liberal
route to an accounting
who assisted von Minden
made an exception. In
arts background.
career. The program also
with student recruitment,
1964, it ran a glowing
quickly became popular
remembers that employers
account of RBS’s program
first of its kind in the United
with accounting firms who
appreciated the fact that
that recognized von
States. Colleges had taught
recognized its quality.
liberal arts graduates from
Minden’s accomplishments.
fessional accounting. Profes-
The program was the
accounting since the 19th
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ancy, which had a policy
William J. von Minden
against publishing articles
top institutions had broad
century, but most students
History Continues
Learn more about RBS’s
growth and achievements
during its 75-year history
throughout this report.
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The “First” Dean
For nearly 40 years,
Dean George Roberts Esterly
and the School of Business Administration
were inseparable. In the 1936 year-
most effective means of evaluating both the applicants
book, students said of him, “The faculty consisted of
for admission and the students once admitted, and the
one man.” Those who knew him say that he was the
optimal allocation of faculty effort. He was planning
school. Many consider him to be Rutgers Business
for a master’s degree program a full decade before it
School’s first true dean.
materialized, and for a doctoral program nearly two
Esterly was described in the yearbooks as a “devoted
friend to every student of business within the university,” as well as a model professor and a valued adviser.
The impact that Esterly had on people is typified by
the story of a disillusioned young textbook salesman
Students affectionately
who visited him in 1927. In conversation with Esterly,
referred to him as “Uncle
who was then a new instructor at the University of
George” and, in turn, he
Pittsburgh, the man unburdened his despair about
knew them all by name.
the tediousness and hopelessness of his job. Esterly,
Despite his genial
seeing promise, took the young man to lunch and
nature, Esterly insisted on
encouraged him to stick with his work. The man—
the highest academic and
whose name was Richard Irwin—did, and went on to
deportment standards. In
become the world’s largest publisher of business
several reports, he pointed
books. In his memoirs, Irwin specifically points to
out to the faculty that they
his lunch with Esterly as the turnaround moment in
were getting too lenient in
his career.
their grading and urged
George R. Esterly
decades in advance.
Despite his many accomplishments, Esterly
them to maintain strict
remained humble. In his writing, he never referred to
standards. In one typical
himself as the leader or the head of the school; he was
letter to a student’s parent
simply “your coordinating officer.” He believed it was
in 1939, he praised the student, but pointed out that his
“a true privilege” to serve with the university’s distin-
grade-point average fell just short of what would have
guished faculty and took pride in a student body that
been required for financial aid. When the Business
had “excellent organizational ability and fine values.”
Luncheon Conferences began in 1946, he insisted that
“Though the days do not have hours enough for the
the students wear coats and ties—legend has it that a
work to be done,” he wrote, “so long as a belief exists
student who dared to come in with a battery-operated
that the job is worthwhile, that its services are valuable,
light-up bow tie was unceremoniously evicted.
and that all engaged in the activity are giving their
Esterly possessed a clear vision of what he would
fullest and finest efforts, honestly, unselfishly, and loy-
like his fledgling business school to become. His annual
ally to the task, then the hours of work are hours of
reports contain thoughtful discourses on the ultimate
sheer joy.”
purposes of the school, the most appropriate governance structures to help it achieve those purposes, the
RBS AT SEVENTY-FIVE
The First Alumnus
“Bernie is the original
‘A’ student of the college,
the pilot of his class.” That’s how
Zients was the first in his family to seek a college
classmates of Bernard Zients (BS ’33) described their
education. “Like everybody else at that time, we were
class president in the 1933 school yearbook. One of
poor,” he remembers today. “I applied to Michigan
eight students in RBS’s first graduating class, Zients
and Maryland, but I couldn’t get there because I didn’t
played an active role in building the school. He was
have any money. They
founder and president of Pi Mu Epsilon honor frater-
were starting this school
nity, editor of the yearbook and school newspaper,
and since I lived here, I
and an outstanding student.
went here.” He worked in
area department stores
by day and played piano
in a dance band at night
to pay his tuition.
After graduating
summa cum laude, Zients
Bernard B. Zients in 1933
decided to continue his
education. “I applied to Columbia’s MBA program
and didn’t get in. So Dean George Esterly said, ‘I’ll get
you into Harvard,’ and he sure did.”
Comparing the two schools, Zients says, “The
students here were more enthusiastic and dedicated
than at Harvard. The classmates I had here helped
me throughout my career.”
Zients went on to have a long and distinguished
career in the retail industry, eventually serving for
nine years as president of Gimbels New York and as a
director of numerous corporations.
Seventy-five years after first coming to Rutgers, he
hints that he might be ready to return. “What I regret
most was that when I was graduated from Harvard I
had more than enough credits to get my degree. I
could have stayed on and got a doctorate. Now I’m
looking to where I can get a PhD in short order.” He
adds with a laugh, “Do you know a place?”
Return to Rector Street • On December 16, 2004, Bernard Zients
returned to 40 Rector Street, the original home of RBS, for the first
time in almost 70 years. “It doesn’t smell anymore,” he observed.
Many early alumni remember the building, which was originally a
brewery, having a lingering aroma of beer.
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Prescription for Success • Jennifer Flynn Uptegrove, pictured at Hoffmann-La Roche in Nutley, New Jersey, is an industry scholar in the
RBS pharmaceutical management MBA program. As part of a summer internship, she completed a thorough analysis of opportunities for one
of Roche’s existing products in new disease areas. Uptegrove plans to accept a position in the company’s Leadership Development Program
after graduation in spring 2005.
RBS AT SEVENTY-FIVE
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Women in Business
“For the ambitious, capable girl,
it is evident that there is hardly a better
opportunity in business than that which is found at
the side of the chief executive.”
wrote about her intention to work in business and
So said a promotion for the secretarial studies pro-
travel worldwide. Her professor quickly commented,
gram, Rutgers’ first business education option for
“nice dream.” For Johnson, it was not a dream; it was
women. Women are such an integral part of the
an attainable goal.
21st-century business world that it is hard to imagine
To reach that goal, Johnson returned to New Jersey
a time when this statement might have been consid-
and, in September 1949, walked into the business
ered an effective marketing pitch. Rutgers Business
school orientation. Only when Dean Esterly greeted
School in the early ’30s did, unfortunately, reflect soci-
her with, “You must be Beverly,” did she realize she
etal biases. Men enrolled in the bachelor’s program;
was the only female in a class of 120 students.
women earned a secretarial certificate. Men partici-
“My classmates welcomed me and treated me
pated in honor fraternities and rubbed elbows with
equally and fairly,” shares Johnson. “I worked hard and
area business leaders; women had a “Girls’
never expected leniency. They respected that, and I was
Association,” which was known for its annual event,
part of their brotherhood—in and out of the classroom.
the February Fashion Review.
I remember one time they even invited me to the
By the 1937–38 academic year, the outlook was
improving. Women made up an impressive 16 percent
Majestic Theater to see a burlesque show.”
In 1951, with her bachelor’s degree in hand,
of the student body and were starting to enroll in the
Johnson embarked on a remarkable career in market-
bachelor’s program. But these advances were short-
ing that spanned five decades. She not only met the
lived. The percentage sharply declined to only 3 per-
challenge of succeeding in a business world dominated
cent by 1940–41. According to Dean George Esterly,
by men, she did so in highly technical industries—from
families forced to choose between educating a son or a
petroleum and electronics to aerospace and comput-
daughter were choosing the son, since he would ensure
ers. As the director of advertising and public relations
a better return on their investment.
for Century Data Systems, she launched the ad campaign that introduced the first floppy disk to the mar-
Breaking New Ground
ketplace. With her reputation for innovation and
While the shift from the secretarial pool to the board-
success, businessmen began calling on Johnson to
room evolved slowly, tenacious and determined
promote their companies and help them launch new
women made strides each decade. During the ’30s and
computer-related products. What began as a sideline
’40s, when the first females began striving for educa-
business quickly grew into a full-time enterprise. In
tional equality, Beverly Johnson (BS ’51) was growing
1972, she established BJ Johnson and Associates.
up in nearby Roselle Park, New Jersey. After graduating
For the next 20 years, Johnson specialized in getting
from high school in 1947, Johnson began pursuing a
small and medium-sized companies opportunities to
journalism degree at a liberal arts college in
meet with decision makers. In 1975, as a way to gain
Pennsylvania. For a creative writing assignment, she
exposure for her clients, she created one-day technical
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seminars and exhibitions—at that time a revolutionary
exchange, she became a global presence and worked
way to bring together buyers and sellers. These semi-
with industry executives and government officials
nars, known as Invitational Computer Conferences,
worldwide. Yet, during a visit to Houston to meet with
expanded to Europe and Asia and established Johnson
an oil company executive, she was greeted with, “What
as a worldwide leader in business-to-business marketing.
can I do for you, little lady?”
McFadden overcame such biases and went on to
Fighting for Equality
lead the exchange for six years, during which time it
Twenty years after Beverly Johnson walked the halls of
was the first exchange invited into Moscow after the
RBS, women were still an uncommon sight. The
fall of the Berlin Wall. She remained a force in the
women’s movement of the ’60s and ’70s laid the foun-
expansion of global financial markets throughout her
dation for today’s businesswomen. But in the early
career. As the director of global business development
’70s, when Rosemary McFadden
for DLJ (now CSFBdirect), an online brokerage firm
(BA ’70, MBA ’73) pursued her MBA
that is part of Credit Suisse First Boston, she led the
at Rutgers, fewer than 5 percent of
company’s first-ever international expansion strategy
MBAs nationwide were awarded
to females.
McFadden recalls that 10 to 15
percent of her Rutgers class were
women, a noticeable improvement
There is a definite mindset
among female students
that we can do
over Beverly Johnson’s experience,
Beverly J. Johnson in 1951, one
of only two women in that
year’s graduating class.
but discouraging compared to
today’s nearly 50-50 balance. When
she began her career, women
played a role in the business world—most often as sec-
anything we want—and Rutgers
supports that attitude.
retaries, rarely as members of the managerial staff.
Despite facing limited opportunities and discrimi-
1964
and launched online trading in Japan—despite the
nation, McFadden set a new benchmark for female
nation’s notorious gender discrimination. She dupli-
business executives. She became the first woman to
cated her efforts and initiated online trading in
head any U.S. stock exchange when she was elected
London, Hong Kong, and the Middle East.
president of the New York Mercantile Exchange in 1984.
History
10
While McFadden acknowledges that the past 30
As the leader of the world’s largest energy futures
years have brought new opportunities, fostered more
Graduate School
of Business
Administration/
Graduate School
of Management
Those in favor of this
obligation to teach students
during the four years from
change pointed out that
whatever subjects they
1961–64, sending future
institutions such as Harvard,
wanted to study and that
bachelor’s students to the
Dartmouth, Chicago, and
elitism was incompatible
Newark College of Arts and
Stanford had only graduate
with its public mission.
Sciences. The School of
The school increasingly
programs, and that Rutgers
Research supported that
Business Administration
emphasized its graduate
would be joining an elite
contention and showed
then became the Graduate
programs—and with good
group if it followed suit. A
that only four state univer-
School of Business Adminis-
reason. Since near the
major report from American
sities in the nation did not
tration. (It was renamed
beginning of the MBA pro-
Association of Collegiate
have undergraduate busi-
the Graduate School of
gram in 1950, graduate
Schools of Business further
ness programs.
Management in 1977.) More
enrollment had exceeded
showed that many other
undergraduate. By 1954, the
suggestion had been made
After considerable
than three decades would
business schools were con-
debate, the school went
pass before it would again
sidering that direction.
ahead with the plan, despite
have an undergraduate
division.
that the school should dis-
Opponents, however,
controversy. It phased out
continue its undergraduate
pointed out that Rutgers, as
its undergraduate program
program and become exclu-
the state university, had an
sively an MBA school.
WOMEN IN BUSINESS
confidence, and created a better culture for women,
there are still not enough women in top-level positions. “We must increase the number of women in the
pipeline and encourage them to seek the corner
office,” she proclaims. “The keys to succeeding in
business are the same for men and women—be openminded, be flexible, and always be willing to learn.”
While the shift from the
secretarial pool to the boardroom
evolved slowly, tenacious and
determined women
made strides each decade.
The 1932–33 Girls’ Association
To pursue her MBA, she relocated from North
Carolina to New Jersey, the premier location for the
U.S. pharmaceutical industry, and enrolled at Rutgers.
She was accepted into the Industry Scholars Program,
a prestigious program offered to no more than 16 students each year. During her MBA studies, Uptegrove
Representing Today’s Generation
completed internships at Bristol-Myers Squibb and
Rosemary McFadden also believes that today’s genera-
Hoffmann-La Roche. After graduation, she intends to
tion of women has no hesitations about attending
work for a pharmaceutical company. “My goal is a
business school and that they fully expect to succeed
position in a public policy department where I can
alongside men in the workplace. Jennifer Flynn
influence our country’s approach to health care and
Uptegrove, a second-year student in Rutgers’ MBA
drug coverage,” she says.
program, certainly fits this profile.
While she sees wide open doors right now, she
“There is a definite mindset among female stu-
does contemplate future choices. “I think the biggest
dents that we can do anything we want—and Rutgers
concern facing women of my generation is ensuring
supports that attitude,” shares Uptegrove. “Although
a work-life balance,” she explains. “We’ve worked
there is a Women in Business club,
diligently to establish fulfilling careers, but we want
we concentrate on more general
fulfilling personal lives, too. We wonder if taking time
business issues and how we can
off for a family will hamper our climb up the corpo-
reach our goals. We’re not focused
rate ladder.”
on potential roadblocks due
to gender.”
Uptegrove, who is concentrating
Rosemary T. McFadden
Each generation has faced a new set of challenges.
But as business programs and corporate attitudes continue evolving to meet the changing marketplace, the
in pharmaceutical management,
goal continues to be a fair, balanced, and welcoming
has built a solid foundation of
workplace for all workers.
professional experience and is
confident about her career oppor-
tunities. After completing her undergraduate degree in
social psychology at the University of North Carolina–
Chapel Hill, she accepted an outcomes research job in
the pharmaceutical industry. She soon realized an
MBA would give her more career options and better
opportunities for advancement.
|
11
12
|
Benefit of Experience • MBA candidate Anurag Thakore (left) has a background in information technology and the desire to pursue a
career in the pharmaceutical industry, and alumni mentor Mike Williamson (MBA ’01), a sales automation service manager at Bristol-Myers
Squibb, is helping him chart the way.
RBS AT SEVENTY-FIVE
Alumni Association
World War II had scattered Rutgers’ School of Business Administration
graduates around the globe,
and Dean George Esterly was determined to
bring them back together.
less, we always wore a jacket and tie. As Dean Esterly
To fulfill his resolution, he asked a group of Delta
always said, ‘you act the way you dress.’”
Sigma Pi brothers to charter an alumni association
Two of the alumni association’s initial milestones
for the school. That alumni organization’s core mission
occurred under Graf’s presidency. In 1954, the organi-
remains steadfast more than a half-century later. As
zation awarded its first student scholarship in the
today’s business world dictates busy schedules and
amount of $200. Later that year, it transformed one of
uncountable priorities, the Rutgers Business School
its routine meetings into a professional gathering that
Alumni Association facilitates connections for its
featured a debate on social security. The event met
members—to each other, their alma mater, and
with great enthusiasm and initiated a lasting tradition.
RBS students.
A Time of Progress and Change
The Early Years
The energy displayed by the alumni association’s
April 26, 1947 • Dinner organization meeting of the
founders continually drew new members throughout
alumni is held in the Rutgers Room of the Military Park
the next decade. The Spring Dinner Dance, a lavish
Hotel in Newark: 116 graduates and guests attend;
affair, evolved as a highlight of its activities, serving as
82 paid memberships are secured. Gilbert Georgeston
an annual meeting with officer elections, awards, and
is elected president. — From the official minutes of
honors. The scholarship fund increased in value while
the Rutgers Business School Alumni Association.
networking meetings and business events brought
The alumni association’s early mission, as defined in
its 1948 constitution, sought “to advance the cause of
members together on a consistent basis.
“When I became involved in the early ’60s, a small,
higher education, to promote the welfare of Rutgers
stalwart group of founding members was guiding the
University School of Business Administration and indi-
alumni association,” recalled Michael Tuosto (BS ’62,
vidual alumni, and to foster the interests and friendship
MBA ’65), who today serves as general manager of
of the members … to aid the university and extend its
public affairs for PSEG. “They were quite serious about
influence.” Simply stated by Herman Graf (BS ’41), an
what they wanted to achieve as representatives of the
association founding member, past president, and cur-
Rutgers School of Business Administration.”
rent trustee, the group worked to give back to the school.
When the school phased out its undergraduate
The alumni association’s fraternal roots established
program in the mid-’60s, the character of the alumni
an atmosphere of professionalism and dignity that was
association also began to change. “Many old-timers
reflected in all its activities. Meetings took on a strict
were first-generation college students, while all of
business format, and country clubs served as the set-
the new members were MBA graduates,” Tuosto
ting for the group’s formal Spring Dinner Dance.
explained. “This created a bit of a generation gap.”
“We would hold meetings anywhere—on a front
porch, in a hallway at the school,” Graf said. “Regard-
Still, the older alumni respected the young people
and recognized them as the future of the association.
|
13
|
“But they were tough,” Tuosto noted. “They had stan-
progress, societal transformations, and changes in the
dards, and if you accepted a task you were expected to
business world. Today, the association serves graduate
do it right. They were executives with families and
and undergraduate alumni from multiple campuses
other commitments, but they never missed a meeting.
and is active in the Rutgers Alumni Federation, an
These seasoned business
people were mentoring us
Homecoming circa 1972: The RBS table
was always the “best of the best.”
affiliation of 19 Rutgers alumni associations.
The Rutgers Business School Alumni Association
informally by teaching us life
Board includes some 50 trustees elected by the 2,000
lessons about the profes-
alumni that comprise its membership. Reflecting New
sional world.”
Jersey’s rich diversity, the group represents many cul-
During the ’70s, Tuosto
tural backgrounds. From a professional perspective,
served as alumni association
the number of entrepreneurs and small business own-
homecoming chairman. He
ers has increased significantly in recent years. They
recalls that event as a prime
join a varied group of executives, middle management,
example of the organization
and recent graduates in a wide range of industries.
upholding these high stan-
“The scope of our membership mirrors the business
dards. “Alumni groups from the different schools would
school, the university, and the professional world
set up refreshment tables on the president’s lawn
today,” said current association president Jacquelyn S.
before the homecoming game,” he said. “It was very
Freedman (MBA ’92), a small business owner. “It is
casual, with the exception of our table. We had an
wonderful because it generates an array of opinions
expansive spread and a full bar with a selection like
and valuable input.”
none I’d ever seen before. Word soon got around, and
Social and business programming continues as
the business school alumni association became
a main avenue for bringing RBS alumni together.
famous—or maybe infamous. We wanted people to
From cultural outings and networking events to pro-
view us as the best of the best.”
fessional development programs, many opportunities
throughout the year are met with strong attendance
Building Strength with Growth and Diversity
While professionalism, quality, and pride remain cen-
1966
History
14
and praise.
In addition, growing emphasis has been placed on
tral in the alumni association’s activities, the nature of
members’ connections with the business school and its
the organization has evolved commensurate with RBS’s
students. The alumni association supports groups like
Charting a New
Course
the country. After a two-
pate in graduate admissions
year search, the task fell to
events across the country.
The discontinuation of the
Horace DePodwin.
The result was a steady,
undergraduate program was
DePodwin, who had
accompanied in 1961 by the
served on the White House
including graduates in the
inauguration of a full-time,
staff of President John F.
top third of some of the
day MBA program. This new
Kennedy, worked as a
finest colleges and universi-
emphasis on graduate edu-
chief economist at General
ties in the nation.
cation wasn’t the only major
Electric, and had taught at
change. In 1964, George
Rutgers both in the eco-
Esterly retired after serving
nomics department and at
nearly 30 years as dean.
the business school, saw
the inception of the full-
faculty from leading busi-
Rutgers President
two priorities as essential
time program. In its first five
ness schools such as
Mason Gross set an ambi-
to achieving this aspiration:
years, the number of stu-
Harvard and the University
tious goal for Esterly’s suc-
attracting a critical mass of
dents fluctuated between
of Chicago. (For more on
cessor. He wanted the new
full-time students and hiring
as few as two dozen and
faculty excellence at RBS,
dean to transform the
faculty qualified to teach at
as many as 88. An intense
see story starting on
school into one of the lead-
the graduate level.
recruitment effort was
page 26.)
ing graduate programs in
Enrollment had been an
issue for the school since
dramatic influx of students,
The growth and stature
Horace J. DePodwin
initiated that called for the
dean and faculty to partici-
of the full-time program
later helped RBS recruit
ALUMNI ASSOCIATION
the Career Services Board, and in 2004 sponsored
Squibb. “Mentoring is a great opportunity to help
tuition for two participants in Camp Start-Up, a week-
students increase their probability of success through
long summer program for young women.
career coaching, counseling, and feedback.”
Association members also actively participate
|
Williamson’s skills set, which combines technology
in a popular mentoring program run by the school.
and pharmaceutical industry experience, presented a
Financial support for students has grown as well. In
perfect mentoring match for Anurag Thakore. A current
2004, the alumni association awarded its own scholarships and contributed additional monies to other
established scholarships at Rutgers.
Like the early alumni association board, the current
leadership recognizes the importance of the next generation. “We are working to show students how we can
help them and how they can become involved even
before they graduate,” Freedman said. “To that end,
last year we added four student positions to our board.”
With its far-reaching
These seasoned business people
were mentoring us
informally by teaching us
life lessons about
the professional world.
involvement, the alumni
May 9, 1964: The Alumni Association’s
Spring Dinner Dance was a formal affair.
association has become an
MBA candidate on the New Brunswick/Piscataway
increasingly vital component
campus, Thakore entered the business school with five
of the Rutgers Business
years of IT experience, an interest in the pharmaceuti-
School. In 2003, an open
cal industry, and a strong desire to enhance his core
invitation to attend Dean
competency. “I wanted to open doors for senior man-
Tuckman’s Board of Advisers
agement positions in the future, yet I did not have a
meetings was extended to
clear picture of where I should be heading,” Thakore
the group. “We are pleased
said. “Through the mentoring program, I have been
and honored by this inclusion,” Freedman noted. “It
able to leverage Mike’s experience as an alumnus and a
shows us that Rutgers recognizes how serious we are in
successful businessperson. He has guided me to con-
our commitment to the business school. And it pro-
centrate on aspects I might have missed if I were on
vides us with yet another avenue to connect our mem-
my own,” he added. “This has given me immense con-
bership with this great institution—its current activities
fidence and also broadened my horizon. If I have any
and its future progress.”
concerns about a situation and need a third-party
opinion, he is available. Our rapport enables a free
• Mentoring Program Highlights
exchange of ideas and interests, and that kind of inter-
Alumni-Student Connections
action is of great value to me.”
The desire to give back and stay involved represents
Recently, Thakore won an internship at a major
a common thread in every Rutgers Business School
pharmaceutical company, an achievement that he
Alumni Association endeavor. It comes as no surprise,
credits to Williamson’s support. As for the future,
then, that the association quickly embraced a formal
Thakore is looking forward to his own opportunity to
mentoring program launched by the school in 2003.
serve as an alumni mentor.
Today, 100 association members are mentoring under-
“I want to provide the same type of value-added
graduate and graduate students on the Newark and
guidance that I have received,” he said. “As a future
New Brunswick/Piscataway campuses.
mentor, I will draw upon my experience with Mike
“So much of what I have achieved thus far in my
career has stemmed from asking questions of experienced people,” said Trustee Mike Williamson (MBA ’01),
a sales automation service manager at Bristol-Myers
to help someone else discover and achieve their
career objectives.”
15
16
|
Career Connections • New Brunswick/Piscataway undergraduate Sujata Rachakonda will join Merrill Lynch as an analyst in the company’s
CFO program following graduation in spring 2005. She first met her future employer at the RBS Internship Fair. That event, organized by
students for students, turns the school’s corporate and alumni connections into careers.
RBS AT SEVENTY-FIVE
|
Corporate Connections
On December 23, 1932,
a group of enterprising students approached
Dean Herbert Hunsaker with an idea
to establish a Business Forum.
York Governor Averell Harriman, and distinguished
The forum would provide contact with area executives
pharmaceutical CEO Robert Wood Johnson.
and serve as a contrast to the theory learned in the
In 1949, Esterly teamed with two prominent execu-
classroom. Twenty-five students signed up for what
tives—Peter Bove of New Jersey Bell and Frank Pesvic of
was one of the school’s first efforts to involve the cor-
New Jersey Gas & Electric—to stage an event that had
porate community.
two purposes: to promote New Jersey business and gen-
Today, Business Forum is a formal part of the cur-
erate proceeds for a scholarship fund. For more than
riculum for RBS undergraduates. More than 600 take
half a century, the annual New Jersey Business Lunch-
the two-semester course each year. “It prepares them
eon Conference was the state’s premier business event.
to pursue careers and provides a perspective on differ-
“It was intended to be top grade, and it always was,”
ent industries as seen by leaders in those industries,”
recalls Esterly’s successor, Dean Horace DePodwin. “If
says Associate Dean Martin Markowitz.
you read the programs from over the years, you’d see
Business Forum has grown over the years as have
the names of some of the most distinguished individ-
RBS’s corporate connections. The resulting relation-
uals in America.” Speakers included President Gerald
ships have helped the school elevate its stature and
Ford, then-Arkansas Governor Bill Clinton, Disney
enrich its curricula, while benefiting students, faculty,
Chairman Michael Eisner, Nobel Laureate Arno Penzias,
and the companies that participate.
NBC newsman Tim Russert, U.S. Army General H.
Norman Schwarzkopf, and every Garden State governor
Early Efforts
who served during the conference’s 52-year run.
In September 1946, Dean George Esterly inaugurated
a Business Luncheon Conference series at Newark’s
Corporate Boards
Robert Treat Hotel. These events, which were held reg-
At the time of the merger with Rutgers in 1946, Esterly
ularly for more than two decades, allowed students to
was denied the right to have an advisory council of
interact with business leaders in a formal setting. “Each
prominent business executives out of fear that such a
table had a student host and a member of the business
council might interfere with the governance structures
community,” recalls Howard Neu (BS ’51). “It gave us
in place at the university. Today, per Dean Howard
an opportunity to ask questions and practice proper
Tuckman’s initiative, the school has six boards—a main
etiquette. It was also good public relations for the
Board of Advisers and programmatic boards for
school because the executives got to see the quality of
accounting, finance, supply chain management, phar-
our students.” The luncheons drew top executives from
maceutical management, and career management—
Prudential, General Motors, General Foods, and other
each providing practical support and leadership.
leading companies. Guest speakers included New York
Several additional boards are planned.
Federal Reserve Chairman Beardsley Ruml, Studebaker
President Paul Hoffman, ambassador and future New
“Northern New Jersey has a wealth of companies
and talent,” says RBS Board of Advisers Chairman
17
|
Jim Courter, IDT vice chairman and CEO. “The boards
have allowed Rutgers to tap this resource effectively.
Members contribute in their own ways—sharing
their knowledge with students, offering advice on
how to keep the curriculum alive and vital, helping
the school to expand its contacts, and providing jobs
and internships.”
Faculty Collaboration
Len DeCandia (MBA ’87), chair of the school’s supply
February 29, 1956: Business Luncheon Conference head table
chain management advisory board and a senior vice
president at AmerisourceBergen, is collaborating with
can get you into serious trouble.” Lei is confident that
Professor Lei Lei on a unique textbook for MBA stu-
their book will help students succeed in the fast-paced
dents. “Most textbooks are written by faculty,” notes Lei.
business world. “If the book captures DeCandia’s first-
“But supply chain management is a field where practice
hand experience and my academic knowledge, we will
is way ahead of academic research. Industry is moving
be offering our students the best,” she says.
so fast it keeps generating new problems.” That creates
1967
a gap between theory and practice that their text will
Building Programs
attempt to fill. “We have complementary skills and
In January 1999, Clyde Rush, senior vice president for
knowledge bases, which make for a pretty powerful
strategic staffing at Bristol-Myers Squibb approached
combination,” says DeCandia, an experienced supply
Dean Tuckman about creating a specialized MBA in
chain professional. “Lei validates with numbers what is
pharmaceutical management. With the active partici-
intuitively right to me. Sometimes there’s a natural ten-
pation of an advisory board representing 10 industry
dency in business to be overreliant on intuition, which
leaders and the HealthCare Institute of New Jersey
Increasing Minority
Enrollment
that allowed them to see
country. The effort was led
tion for graduating better
the campus and learn about
by Alfreda Robinson, the
than 95 percent of the
Outside the campus walls,
Rutgers’ business programs.
school’s dean of admissions,
African-American MBA can-
economic and social condi-
In addition, RBS representa-
and resulted in strong rela-
didates who enrolled—a
tions in Newark had been
tives—faculty, staff, and
tions with each of these
statistic that further aided
deteriorating for some time.
students—recruited at his-
schools.
recruitment.
The riots of July 1967 were
torically black colleges and
the community’s response.
universities across the
Later that year, RBS
Once enrolled, minority
These efforts led to
students found an environ-
a dramatic and lasting
ment that fostered success.
increase in minority enroll-
administrators met with
African-American alumni
ment. By the 30th anniver-
minority students to hear
played an important role,
sary of the riots, RBS
their concerns. The discus-
helping tutor students to
earned the distinction of
sion underscored the reality
ensure they were prepared
having graduated more
that RBS had very few black
for exams. Alumni also
African-American MBAs
students, so a major recruit-
organized career fairs and
than any other graduate
ment effort followed.
provided candid feedback
school of management in
on employers. Rutgers
the country.
The school brought educators from southern col-
History
18
quickly developed a reputa-
leges to Newark for visits
Louis T. German and student
Entrepreneurship and
Community Outreach
the business skills and sup-
Many entrepreneurs who
community outreach and
port needed to rebuild their
went through them estab-
entrepreneurship. (For more
The school also respond-
communities. These pro-
lished businesses that con-
on RBS’s outreach efforts
ed to the 1967 riots with a
grams had a lasting impact
tinue to prosper. At the
see accompanying article
powerful set of initiatives
on the city and the school.
school, these programs cre-
starting on page 20.)
aimed at giving residents
ated a lasting tradition of
CORPORATE CONNECTIONS
(HINJ), RBS crafted a program that capitalized on a
number of studies, and looked at best practices at
geographic advantage. “Because the industry is con-
other schools. “It was clear to us that the New
centrated in New Jersey, we were able to create an
Brunswick undergraduates were underserved,” says
enduring partnership,” says Professor Mahmud
committee member and Distinguished Executive-in-
Hassan, the program’s director. “Our
Residence Dick Romano, former corporate vice presi-
sponsors provide scholarship sup-
dent of AT&T. The committee’s recommendations led
port, host monthly seminars, and
to the creation of a position for a dedicated placement
offer valuable internship opportu-
person to meet the needs of the business students
nities; their executives helped
located there as well as a change in focus and leader-
shape the curriculum, teach in the
ship in the MBA Office of Career Management.
program, and interview every schol-
September 26, 2003: Merck
Chairman, President, and CEO
Raymond V. Gilmartin addresses
RBS pharmaceutical management students as part of a series
of industry-hosted seminars.
Distinguished Executive-in-Residence Dexter Earle,
arship candidate.” The industry
a retired partner with Goldman Sachs, has also lent a
benefits as well. “This program was
hand, helping the MBA career management office
intended to attract senior manage-
implement a new résumé format, improve connections
ment candidates to the industry
with alumni, and build credibility with key Fortune 100
and we believe that it is meeting its
purpose,” says Bill Healey, HINJ’s
executive vice president. “Many graduates have already
been placed with our member companies.” These
alumni will play a prominent role in evaluating the
program and fine-tuning the curriculum for the future.
Distinguished Executive-in-Residence John Reck,
former area managing partner with Ernst & Young
and chair of the RBS accounting advisory board, is
helping to shape the accounting curriculum. In order
We’re helping students
realize their potential as well as
ensuring that industry leaders
recognize Rutgers as
a top business school.
to deliver the 30 additional credits
needed to meet the profession’s
new 150-credit requirement, Reck
companies. “It’s critical for students to interact with
helped the faculty design an interim
industry leaders—not simply in interviews, but in set-
solution that allows students to
tings where they can relax and ask candid questions,”
take additional liberal arts classes
says Earle. “We’re helping students realize their poten-
that will help them improve their
tial as well as ensuring that industry leaders recognize
reasoning and writing skills. The
Rutgers as a top business school.”
department is working with Reck
September 24, 2004: Tomer
Yosef-Or (BS ’02) recruits for
Bear Stearns at the RBS
career fair.
|
Alumni are playing a prominent role in developing
and other members of the advisory
career options for students as well. Rutgers is not
board to develop a better long-
currently a core school where Bear, Stearns & Co. Inc.
term solution to this problem that
recruits for investment banking, notes Tomer Yosef-Or
may include a new master’s program in accounting
(BS ’02), who was able to independently land a position
that will be offered to Newark and New Brunswick/
in that division at the Wall Street firm. He is determined
Piscataway students.
to change that. “I want to build a Rutgers alumni network within Bear Stearns to spotlight the talent that is
Career Connections
represented in the business school’s students.” Yosef-Or
The academic programs committee of the RBS Board
personally represents the company at the school’s
of Advisers has been engaged in shaping career place-
annual career fair. “We were able to place three RBS
ment, particularly at the undergraduate level. With rep-
graduates with Bear Stearns’ Investment Banking
resentation from several major employers, it met with
Division this year. We are well on our way.”
placement directors and students on both the Newark
and New Brunswick/Piscataway campuses, reviewed a
19
20
|
Burning Bright • Newark youth create glass art and develop entrepreneurial and life skills at the GlassRoots studio at 10 Bleeker Street in
Newark. The GlassRoots program, developed by Professor Pat Kettenring as an extension of the school’s Business and the Arts and entrepreneurship programs, has served more than 550 students since 2001. (Read more about GlassRoots on page 24.)
RBS AT SEVENTY-FIVE
|
Community Outreach
The riots of July 1967
called attention to the urgent need to
improve economic conditions
for Newark’s minority population.
Business Administration (SBA) loans. The popularity
Rutgers Business School quickly responded with new
of the lecture series also helped RMBP attract support
initiatives aimed at fostering entrepreneurship and
from the Interracial Council for Business Opportunity
minority small business ownership. Those early com-
(ICBO), a New York-based not-for-profit organization.
munity outreach efforts have grown over the years,
contributing to the city’s renaissance, as well as boost-
• Accurate Set
ing economic development throughout the state.
When Cornell Adams sought funding from the SBA to
start a dental manufacturing company, a banker
Rutgers Minority Business Program
referred him to RMBP. Adams was educated as a
Several months after the riots, the school established
chemist, but lacked practical business experience.
the Rutgers Minority Business Program (RMBP) to
As a novice, he needed more assistance than money
“help ensure that minority groups had an opportunity
would allow. “I had Lou German’s full support. It was
to participate in the mainstream of American eco-
Lou and Hayford Alile (MBA ’69), a student of his from
nomic life.” Initially, RMBP offered free weekly seminars.
Nigeria, who sat with me at my kitchen table to draw
“We discussed basic business information such as pay-
up the first set of plans.”
roll taxes, record keeping, government and legal
At a time when other businesses were leaving
requirements, pension plans, and sales promotion,”
Newark, Adams’s company, Accurate Set, moved into
remembers accounting Professor Louis German, the
an 11,000-square-foot space he had purchased. “Lou
series’ organizer.
encouraged me to buy a place instead of renting,”
The school then added an academic component to
Adams comments. “Today, we have quite a little nest
the program. Professor German implemented a course
here. Lou German gave us the courage to be in Newark.
that was modeled along the lines of a consulting com-
He’s about business—how you grow a business.” A for-
pany. Dispensing with textbooks, German and his
mer president of the Dental Manufacturers of America,
assistant, Russ Mass, assigned MBA students to work
Adams sums up his business career this way: “I could
with individual clients. The students delivered needed
not have done it without Rutgers.”
expertise in everything from marketing and sales to
business plans, and met regularly with their clients.
Rutgers Minority Investment Company
Grades for the course were based upon the accuracy of
In 1969, while Congress was passing the Minority
the students’ records and their progress reports and
Enterprise Small Business Investment Company
class presentations.
(MESBIC) Act, International Telephone and Telegraph
In 1970, RMBP received grants from the Ford
Corporation (ITT) was surveying what was being done
Foundation, DuPont Corporation, and General Electric
nationally in the area of minority entrepreneurship.
Company to assist 40 new minority businesses, which
The company wanted to see what corporations and
quickly qualified for more than $450,000 in Small
colleges were doing to assist minority businesspeople.
21
|
RBS was one of the schools they visited.
“ITT had heard of our work with the ICBO,” said
leverage $18 million in additional investments by
banks, the SBA, and others.
German. “They sent a fellow named Charles Sherwood,
“[RMIC has] succeeded beyond our greatest expec-
who was a special assistant to ITT President and Board
tations in effectively carrying out the MESBIC program
Chairman Harold S. Geneen to learn what we were
and in providing practical training of graduate students
doing to help after the Newark riots.”
in the development of viable businesses by people who
Sherwood was impressed by what he saw. After ana-
never had the chance to enter and succeed in busi-
lyzing the program, he suggested that Rutgers request
ness,” said ITT Executive Vice President Francis J.
funding from ITT to create a MESBIC to be managed
Dunleavy in November 1971.
by RMBP. ITT approved the school’s proposal and
“I’m very proud of what we accomplished,” adds
made an equity contribution of $200,000. The Rutgers
German today. “The students gained a great deal, and
Minority Investment Company (RMIC), which was
we helped to encourage minority members of the com-
later renamed University Ventures, was incorporated in
munity to become entrepreneurs. Whether they were
July 1970, and was licensed concurrently by the SBA.
successful or not, RMIC gave them a spirit that it was
“We were the only university to have a minority small
doable. Dollar for dollar it was a bargain.”
business investment company,” notes German.
RMIC operated as neither a profit center nor a charitable institution. Its mission was to “promote, stimu-
Malachia Brantley, Sr.
1968
• Brantley Brothers Moving and Storage
Malachia Brantley is the type of enterprising individual
late, and assist the owners and
for whom Rutgers’ Minority Investment Program was
operators of minority business
designed: an entrepreneur who was willing to place his
enterprises” and it supported those
hopes upon Newark’s uncertain future at a desperate
ventures that demonstrated a rea-
time in the city’s life. Brantley began with a modest
sonable chance of success while
$35 worth of credit from Sears and a truck that he
boosting local employment and
describes as “ride a little, push a little.” Today, Brantley
providing economic and social ben-
Brothers Moving and Storage owns the former Sears
efit to the community. Investment
building in Newark where it occupies 140,000 square-
decisions were made by a commit-
feet of warehouse space.
tee, whose members included faculty of the business school, officers
“I saw Newark go through all the tribulations and
riots, but I am still here,” comments Brantley, who
of local financial institutions, area executives, and
started his business in 1967. Five years later, he went to
MBA candidates.
the SBA for a loan of $60,000. That’s where he met
In its first eight years, RMIC made 126 business
Rutgers’ Professor Lou German and his assistant, Russ
investments in minority enterprises. It provided initial
Mass. “They were there to support me,” says Brantley.
capital of approximately $2 million, which was used to
The investment program helped Brantley Brothers
Moving on Campus
Engelhard’s gift.) The com-
The tremendous growth
pletion of the building in
in programs and enrollment
1973 enabled the business
put constant pressure on
school to take a prominent,
RBS’s facilities. With the sup-
exclusive space on the
port of Orville Beal (BA ’37,
Rutgers–Newark campus
MBA ’54), president of
for the first time in its his-
Prudential and a university
trustee, plans were drawn
History
22
tory and provided state-ofthe-art facilities that
Rendering of Engelhard Hall
for a modern building to
brought its operations
house the school. An ambi-
tary of the treasury, chaired
$2.8 million, including a
tious campaign was initiated
the effort.
$1.25 million naming gift
to fund construction. John T.
Launched on October 8,
Connor, chairman of Allied
1968, the four-month cam-
Chemical and former secre-
paign raised in excess of
from Charles Engelhard.
(See page 44 for more on
under one roof.
COMMUNITY OUTREACH
expand its client base, design marketing plans, and
The center continues a greatly expanded version of
navigate choppy political waters. “If I made a decision,”
the school’s early entrepreneurial program by providing
says Brantley, “Lou, Russ, and the MBA students were
real-world experiences to both undergraduate and grad-
open-minded and wanted to hear my ideas when I’d
uate students, and by offering training and assistance to
say ‘I think this can work.’”
small businesses throughout the state. In addition to its
Brantley Brothers not only has remained in Newark,
|
headquarters, the center today comprises 11 regional
it has flourished and expanded its scope. According to
centers and 18 affiliate offices where established enter-
its slogan, the business handles moves “around the
prises and promising new start-ups can explore their
block and around the world,” and also provides docu-
business ideas with NJSBDC management consultants
ment storage services. Brantley says that he began with
a staff of “Me, myself, and I.” Today he employs 50
people, many of whom have been with the company
for over 30 years. “If it wasn’t for Rutgers reaching out
to corporate America—to businesses such as mine—
and helping us expand, we could never have stayed
here. Rutgers is one of my jewels.”
New Jersey Small Business Development Center
When Congress established the national Small
Business Development Center concept in 1977, it
chose Rutgers Business School to be among the first
Since its inception in 1977,
the NJSBDC
has provided direct assistance
to over 275,000
established businesses
and start-ups.
eight pilot programs in the United States. The school’s
history as an incubator for entrepreneurship provided
as well as faculty. Through free one-on-one meetings or
the groundwork for the connection.
at numerous seminars, clients can learn business basics
Brenda Hopper (MBA ’76), statewide director of
the New Jersey Small Business Development Center
or investigate new ventures. The center’s specialty programs include ecommerce, government procurement,
(NJSBDC), understands well the
international trade, school construction contracting,
association between the school and
and technology commercialization.
the center. She was on the frontlines
Since its inception in 1977, the NJSBDC has pro-
when Rutgers began working with
vided direct assistance to over 275,000 established
small businesses. “Right after the
businesses and start-ups. In 2003, NJSBDC served
riots in Newark, I enrolled in Lou
24,666 clients, providing free counseling to 7,255 small
German’s course where we worked
businesses and training events for 17,411 clients. It
with small businesses. I met weekly
also helped clients obtain contracts, loans, and grants
with my clients, doing such things
worth a total of $40,887,362.
as developing business and marketRutgers Minority Business
Program client Robert C. Martin,
founder of RCM Laundromat,
with student consultant Brenda
Hopper (MBA '76)
ing plans, giving them advice on
• Canyon Spring Water
hiring, and then reporting back to
Darrell McQueen, president and CEO of Canyon
class. Each of the students would
Spring Water, devised an innovative delivery system
follow up with class presentations
that allows for more efficient loading of water bottles.
and invite clients to participate in the discussion.”
After receiving her MBA from Rutgers, Hopper’s
With advice and assistance from Charles Jackson,
NJSBDC’s emerging markets/special projects director,
career brought her full circle. She worked with
and armed with a marketing plan written by a team of
Philadelphia’s economic development office and then
students in Professor Bernadette Tiernan’s marketing
with Jersey City’s affordable housing and small busi-
class, McQueen is on the road to success. Since found-
ness divisions. Returning to the school in 1991, she
ing the company, he has increased his customer base
became the statewide director of NJSBDC at its head-
and established new locations for the company, which
quarters on the school’s Newark campus.
necessitated additional hiring of sales and delivery
23
|
people. His is one of only two minority-owned and
that will be used to construct a hot shop on the prem-
operated spring water distribution companies in
ises. It reflects the community’s recognition of the
the country.
value that GlassRoots has brought to the downtown
arts district.
• InMat, LLC
For Kettenring, it’s been very rewarding to see the
Entrepreneur Harris Goldberg has his eye on the ball—
school and community come together in support of
a tennis ball, to be exact. Air D-Fense 2000 is a special
coating on the official tennis ball of the Davis Cup and
one of several InMat products. The company develops,
manufactures, markets, and sells proprietary nanocomposite coatings targeted to the sporting goods,
automotive, and personal protection markets.
InMat, an NJSBDC award-winner, received guidance through the NJSBDC’s technology commercialization center, resulting in a $1.5 million first round of
financing. The center assists New Jersey entrepreneurs
by helping them turn their science and technology
know-how into successful commercial enterprises.
It’s wonderful to witness
the incredible excitement of
young people
as they create something with
their newfound talents
and realize it has
a value to others.
GlassRoots
the program and to see the students respond. “It’s won-
Rutgers MBA students are discovering beautiful ways
derful to witness the incredible excitement of the young
to encourage budding entrepreneurs through
people as they create something with their newfound
GlassRoots, a multidimensional arts program for
talents and realize it has a value to others,” she says.
youngsters in the Newark area. At the 10 Bleeker Street
Before GlassRoots opened its doors, Rutgers busi-
studio, children are learning glass casting, glass bead
ness students developed budgets, designed business
making, and graphic design, and gaining experience
and marketing plans, sought links to potential com-
with basic business concepts. Founded in 1999 by Pat
munity partners, and were involved in fund-raising.
Kettenring, director of the school’s graduate arts man-
Today, business students who want to learn about
agement concentration, GlassRoots is a clear example
career opportunities in nonprofit arts administration
of the school’s commitment to community outreach.
can accrue firsthand training at GlassRoots.
In a few short years, the program has forged successful creative partnerships with numerous area nonprofits, individuals, and corporations. This year, a local
businessperson issued a significant challenge grant
1970
History
24
Curriculum Changes
and “Interfunc”
also began administering an
bridge theory and practice,
for major companies in
English proficiency exam,
and give students a sense
the region.
In the late ’60s, the
and those who didn’t meet
of the complex elements
school also began a thor-
standards were required to
involved in corporate
Rutgers in the vanguard of
ough modernization of its
take a writing course, which
decision making. Launched
graduate business schools.
curriculum. The effort,
later developed into a for-
in 1970–71, the Inter-
“Interfunc” has since been
spearheaded by Professor
mal business communica-
functional Management
widely copied—professors
Arthur Schoenwald, resulted
tion program, a required
Program, a fieldwork course
and administrators from
in the inclusion of more
part of the curriculum for
sequence implemented by
universities around the
mathematics-oriented
all students directed by
Dr. S. George Walters,
nation have come to the
courses. Basic proficiency in
Dr. Carter Daniel.
brought teams of student-
Newark campus to learn
consultants together to
from its example.
college-level math became
a requirement. The school
The school also devised
a program to break down
walls between departments,
work on real problems
These innovations put
HISTORY
1978
Creating a
Doctoral Program
earnest in 1974, and the
tually all the initial students
have taken positions at
program was instituted
were part-timers. It wasn’t
dozens of major corpora-
By the mid-’70s, the one
in 1978.
until the ’80s that financial
tions including General
aid materialized and the
Electric, Kraft, Daimler
thing that separated RBS
Administered by Rutgers
from other leading business
and taught in conjunction
program became primarily
Chrysler, Moody’s, Johnson
schools was its lack of a
with the New Jersey
full time.
& Johnson, J.P. Morgan,
PhD program. The idea of
Institute of Technology, the
The Rutgers–NJIT PhD in
offering a doctoral degree
program has strengthened
management program was
Standard & Poor’s. Still oth-
surfaced as far back as
faculty research and helped
immediately successful.
ers hold prominent govern-
1962, but only now did the
translate that research into
Some graduates have gone
ment positions around
school have the faculty and
curricular advances in all of
on to teach at quality
the world.
resources to seriously con-
the school’s research areas.
universities in the United
sider it. Planning began in
Since financial aid was not
States and abroad. Others
|
Pfizer, U.S. Airways, and
available at the outset, vir-
1980
Executive MBA
ment scene and brought
months while continuing to
academic rigor with a
During the ’70s, the
much attention to the
work full time. The students,
deep understanding of the
school extended its reach
school and the university.
all of whom have at least
applied aspects of business
10 years of work experience,
management. It consis-
with off-campus and execu-
It was soon clear that
tive training programs. A
strong demand existed for
study subjects at a higher
tently attracts high quality
series of courses at AT&T’s
such training among people
level and more intensively
students. The program also
Long Lines division was met
who wanted an MBA
than is possible in regular
has a reputation for build-
with such enthusiasm that
degree but could not take
MBA courses. The program
ing strong and binding
the school decided to offer
time off to attend regular
has educated executives
class ties, a reality that
them to mid-level managers
course offerings. Thus in
from virtually all of the
was underscored in 2001
from other corporations as
1980, again, well ahead of
Fortune 500 companies in
when BusinessWeek
well. Starting in 1971, highly
most other universities that
the area as well as success-
ranked it fourth in the
successful one-week resi-
now offer the degree,
ful engineers, scientists,
nation for the sense of
dency programs—mixing
Rutgers inaugurated its
doctors, lawyers, artists,
community fostered among
liberal arts and manage-
Executive MBA program.
and other professionals.
its participants.
The Executive MBA pro-
ment courses—were held
The program offers an
several times a year. The
accelerated course of study
gram has earned a reputa-
Rutgers Advanced Manage-
that allows participants to
tion for quality teaching
ment Program (RAMP)
earn their degree in 20
and a continuously updated
curriculum that combines
became a staple of New
Jersey’s executive develop-
1982
Investing in
the Future
school in a major capital
Services and the Technology
Dean Horace DePodwin
campaign, which provided
Management Research
retired in 1982, after 17
for the construction of the
Center. In the six short
years of service. The reins
Management Education
years of his tenure,
of RBS, which now had
Center; established the
1983–89, he increased the
more than 1,500 students
William von Minden
school’s endowment from
and a faculty that included
endowed chair in account-
$500,000 to $4.4 million.
scholars of international
ing and the First Fidelity
renown, were passed to
He also engaged the
David A. Blake
Bank research professor in
finance; and endowed the
David Blake. Blake, originally
a political scientist who
business, invested signifi-
later transformed into an
cantly in faculty, scholarships,
authority on international
and classroom technology.
New Jersey Center for
Research in Financial
25
26
|
Beatles For Sale • Professor Elizabeth Hirschman visits the Ed Sullivan Theater, site of the Beatles’ landmark first American performance
in 1964. Three decades later, Capitol Records asked Dr. Hirschman, one of the school’s leading scholars, to help market the Fab Four to a
new generation.
RBS AT SEVENTY-FIVE
|
Faculty Excellence
The fact that Rutgers has
a highly regarded and influential business faculty
has been borne out in numerous
studies over the last decade.
writing of Professor Paul Nadler were also common.
A December 1995 report published in the Journal of
These were popular in tone and gained widespread
Finance ranked Rutgers’ finance faculty 14th in the
visibility for the school.
nation for research productivity and influence. A simi-
In the mid-’60s, RBS made a concerted effort to
lar study published in the December 2000 issue of the
recruit faculty from leading business schools.
Academy of Management Journal placed Rutgers 34th
Throughout the ’70s and early ’80s, research became
out of more than 700 accredited programs reviewed. In
more quantitative in nature and the rate of faculty
2003, researchers at the University of Missouri listed
publication significantly increased. In 1983, for
two RBS marketing professors—Elizabeth Hirschman
instance, the faculty (which then consisted of only 54
and Barbara Stern—among the top 50 scholars in their
people) produced 15 books, 43 refereed articles, and 66
field, based on the annual average of citations in lead-
other articles, despite heavy teaching loads and a high
ing journals. And, in 2004, a study published in the
student-faculty ratio.
Journal of Product Innovation Management ranked
In the late ’70s and ’80s, the university’s maturing
RBS in the top five nationally in the area of technology
research focus led to the creation of academic centers
management. But, it hasn’t always been this way.
as a means of furthering scholarship in specialized
areas. The Center for Research in Regulated Industries
Research
and the Technology Management Research Center at
For its first 20 years, RBS was primarily a teaching insti-
RBS in Newark and the Rutgers Center for Operations
tution. At the time of the merger with Rutgers in 1946,
Research in New Brunswick (now part of RBS) were
an effort was made to change that and, over the next
among the first to be created. Today, centers are an
decade, the number of publications by faculty began to
integral part of intellectual life at the school, conduct-
rise. This early research took the form of magazine arti-
ing cutting-edge research, organizing international
cles for and about the state’s business community. The
conferences, and editing and publishing scholarly jour-
Review of New Jersey Business, a publication by the
nals. Many, such as the Whitcomb Center for Research
New Jersey Department of Economic Development,
in Financial Services and the Prudential Business
was entirely edited and largely written by faculty mem-
Ethics Center, have taken on valuable service-oriented
bers at RBS, although usually without attribution. In
missions as well.
addition, several professors worked with the state’s
In the ’90s, the faculty focused on publishing in
Municipal Research Committee “to aid municipalities
top-tier journals. Their success is reflected in the strong
in carrying out their work.” In 1956, eight members of
Rutgers showing in top-tier journals and rankings.
the faculty served on a team to survey the New Jersey
This record of achievement will undoubtedly continue.
economy. The result was a 637-page book that listed
Under Dean Howard Tuckman, RBS redoubled its
Professor Salomon Flink as the chief author. Policy-
efforts to attain faculty excellent in research. Funding
oriented commentary and articles typified by the
has been secured that enables the school to offer the
27
|
salaries needed to attract top candidates and fund-
pilers of the CRSP tapes universally used to record
raising has increased the dollars available to foster top
the history of prices, dividends, and returns of every
quality research. The following are just a few of the dis-
stock on the New York Stock Exchange, the American
tinguished researchers—past and present—who, along
Stock Exchange, and NASDAQ. He has an extensive
with their colleagues, have contributed to our legacy of
background in portfolio theory and stock and bond
scholarly achievement. (Year denotes date hired.)
market behavior.
David Whitcomb 1975 • One of the top 100
George Farris 1980 • Cited by the American
researchers in financial economics, he is among the
Association for the Advancement of Science, the
first to examine the microstructure of securities mar-
world’s largest general scientific society for “seminal
kets—a field that examines the way these markets oper-
contributions to the understanding of organizations
ate. Whitcomb has successfully put his theories into
and personnel practices in the furtherance of techno-
practice in Automated Trading
logical innovation and the management of technology,”
Desk, the first expert system
Farris’s research interests also include motivation and
for fully automated limit order
performance of scientists and engineers at various
trading of common stocks.
career stages—technology-based strategic alliances—
Michael Crew 1977 • Crew
The Review of New Jersey Business
was written almost entirely by
members of the RBS faculty.
John Dunning 1986 • An influential scholar in the
for Research in Regulated
field of industrial and regional economics and the
Industries (CRRI). Under his
economics of international direct investment and
direction, the center has pro-
the multinational enterprise, Dunning has authored,
duced 179 conferences and
coauthored, or edited 42 books and is the New Jersey
workshops around the globe
Emeritus Professor of International Business at
since 1977. Its programs have
Rutgers University.
interests include regulatory economics, peak-load pricing, and the theory of monopoly. He is the editor of the
Journal of Regulatory Economics.
1991
and the creation of technological breakthroughs.
is the founder of the Center
resulted in three books and 26 edited volumes. Crew’s
David Shanno 1986 • Shanno has published more
than 70 papers on mathematical methods for optimization problems and their use in applications.
Application areas include scheduling, auctions, market
Lawrence Fisher 1978 • A pioneer in the area of
pricing, options pricing, and numerous engineering
empirical finance, Fisher was one of the original com-
applications. He has more than 1,000 citations in the
Reorganization
A joint faculty commit-
tician with 16 years’ experi-
When Professor George
tee, appointed in 1991 to
ence at the University of
Farris was appointed acting
examine the issue, recom-
Minnesota, as the school’s
dean in 1989, everyone
mended unification of the
fifth dean.
assumed the interim would
graduate and undergradu-
be short, but problems
ate business faculties on
several entities: the Faculty
postponed the selection of
the Rutgers–Newark cam-
of Management, the name
a permanent successor for
pus and the creation of an
given to the unified facul-
more than three years.
upper-division undergradu-
ties; the Graduate School
ate school in Newark.
of Management, which
Rutgers–Newark Provost
continued to offer advanced
The graduate versus
George F. Farris
undergraduate dilemma—
History
28
RBS now encompassed
which was thought to have
to accreditation pressures.
Norman Samuels completed
business degrees; and the
been settled back in 1964
AACSB announced that
the reorganization in 1993,
newly created undergrad-
when RBS turned under-
accreditation of the MBA
clearing the way for the
uate School of Management.
graduate business educa-
program would be in jeop-
appointment of P. George
tion over to the Newark
ardy if the school did not
Benson, a business statis-
College of Arts and
also control the undergrad-
Sciences—resurfaced due
uate program.
FACULTY EXCELLENCE
|
Science Citation Index and was part of the team that
books and contributed to other books. He is coeditor of
developed the popular CPLEX mathematical program-
an academic journal on advances in environmental
ming software.
accounting and management and is considered to be
Elizabeth Hirschman 1988 • Rated by the Institute
for Scientific Information as one of the most frequently
the third most prolific author in the International
Journal of Accounting from 1965–1988.
cited scholars in marketing, Hirschman is the author
of 10 books and more than 200 articles on a variety
of topics including consumer behavior, sociology,
psychology, and semiotics. She has consulted for a
wide range of companies, including Capitol Records,
who asked for her advice on how to market the Beatles
to a younger generation.
Cheng-Few Lee 1988 • Editor of two scholarly journals and author of more than 160 refereed articles and
six books on corporate finance, portfolio management,
business statistics, and urban econometrics, Lee is the
director of the Conference on Financial Economics
and Accounting, and the Conference on Pacific Basin
Business, Economics, and Finance, both organizations
that draw scholars from around the globe.
Today, centers are an
integral part
of intellectual life at the school,
conducting
cutting-edge research,
organizing
international conferences, and
editing and publishing
scholarly journals.
J. Douglas Carroll 1990 • Carroll is one of the principal researchers and methodological experts in the field
of Multidimensional Scaling (MDS), as well as clustering and other areas of psychometrics and multivariate
research that are applicable to marketing, psychology,
and other social and behavioral
sciences. He is especially
known for his development
of the INDSCAL model and
method for individual differences MDS, as well as of
PREFMAP and other methods
of multidimensional analysis
The Journal of Regulatory Economics
is published by CRRI, RBS’s first
research center.
Glenn Shafer 1992 • Author of A Mathematical
Theory of Evidence (1976), which launched the
Dempster-Shafer theory of uncertain reasoning,
Shafer is the school’s most frequently cited faculty
member and has contributed to the fields of probability
and statistics, artificial intelligence, and philosophy. His
current interests include game-theoretic probability
and finance theory, causal modeling, and uncertain
reasoning. He continues his collaboration with
Vladimir Vovk, coauthor of his 2001 book, Probability
and Finance: It’s Only a Game!
of individual differences prefer-
Zachary G. Stoumbos 1994 • Stoumbos is the 2004
ence data, all of which are
Jack Youden Prize recipient. This prestigious award is
especially applicable to devel-
given by the American Statistical Association and the
oping parsimonious spatial
American Society for Quality for the best research
representations of similarity, dissimilarity, and/or pref-
paper in the physical, chemical, and engineering sci-
erential choice data provided by (or derived from) two
ences. Stoumbos is a widely published scholar whose
or more human subjects or other sources of data—
interests encompass statistical process control, experi-
models and methods especially relevant to quantitative
mental design, time series analysis and forecasting,
marketing analysis.
decision theory, data mining, sequential analysis, and
Bikki Jaggi 1992 • Author or coauthor of 81 articles
supply chain management.
on such topics as environmental, international, and
Deborah Dougherty 1998 • An influential researcher
human resources accounting; earnings forecasts and
in the area of interpretive and institutional barriers to
management; and market reaction to accounting infor-
innovation and building organizational capacities for
mation, Jaggi has also authored or coauthored three
sustained innovation, Dougherty’s current work looks
29
|
at the ways in which different factors—the nature of
He said, “I don’t know.” I said, “What have you done
the knowledge, sophistication of the customer, and
for three months?” He said, “I’ve been to Detroit 67
structure of the industry (regulation, intellectual prop-
times.” It turns out they were giving him a satchel
erty protection)—affect innovation.
Teaching
For 45 years, Paul Nadler was one of the most popular
with $100 million worth of checks at $222 per million
in one day’s interest. It was worth $22,000 for Bankers
I always looked at myself
professors at RBS. Part lecturer, part stand-up comedian,
as the link between the
he managed to bring the arcane world of finance to life
in a way that left a lasting impression on students.
Professor Nadler, who authored more than 3,000 articles for the American Banker, retired from Rutgers in
2003. He reflects on his 45-year teaching career at the
university:
When I came to Rutgers in 1958, they told me, “Paul,
theories and the real world.
Just about everything
I used, I got
from talking to people…
you’re going to teach a course in credits and collections.” I said, “I don’t know a thing about credits and
collections.” They said, “Here’s the
textbook that we used last year.”
Now, I’m not lying. I opened the
textbook and read, “Chapter One:
The Credit File. The credit file
should be kept in a manila envelope. If, however, it is a very active
account, it should be kept in two
manila envelopes… .” We’ve come
such a long way in terms of rigor
and professionalism since then.
I always looked at myself as the
Paul S. Nadler
link between the theories and the
real world. Just about everything I used, I got from
talking to people in business or from what I read in
the paper.
Trust to send Benedetti to Detroit so they could get
their money back one day earlier. I used that to
explain the time value of money to the class.
I hope I helped students realize that they should
enjoy what they’re doing. If not, they should switch
and do something else. I brought a speaker to class
who was making $3–4 million a year. I said, “Five
years from now, what do you see Wall Street looking
like?” He said, “Five years from now I hope I’m not in
it. I just hate it.”
I believe that education has to be fun, and I
often used jokes as a means of getting ideas across.
Some students didn’t take me seriously because of it.
I remember being on a train to New York and meeting a former student. I asked him, “Did Rutgers let
you down?” and he comes back to me with something like, “I thought you were a horse’s ass until I got
I once had a student named Benedetti. I asked
him, “Mr. Benedetti, where do you work?” He
out into the real world and found that what you were
saying was exactly what happens.”
said, “Bankers Trust.” I said, “What do you do?”
1993
School of
Management
2004—to students who
program accessible to part-
are broadly educated in the
time students. This is one of
The School of
liberal arts.” In keeping with
several factors that have
Management was estab-
the traditions of the cam-
prompted enrollment to
lished in Newark as a two-
pus, its mission included
more than double in the
year upper-division school
preparing graduates to “lead
last five years to a record
offering, as its mission pro-
rich lives, appreciative of
1,750 in 2004. Astonishingly,
claimed, “contemporary
their cultural heritage.”
102 countries are repre-
programs in accounting,
History
30
The management school
sented in its student body.
finance, management, and
became a four-year program
marketing—Management
in 2001. This allowed stu-
Science and Information
dents to pursue business
scheduling—including Friday
Systems was added in
curriculum along with gener-
evening, Saturday, and
al studies throughout their
Sunday classes—made the
college careers. Flexible
P. George Benson
HISTORY
1994
Expanding In-State
and Overseas
allow employees
larity of the Merrill Lynch
from neighboring
program encouraged RBS
While RBS consolidated
companies to par-
to open a second off-site
operations in Newark, it
ticipate. Classes
campus in Morristown in
extended its reach with new
began in 1995—
1997—an area of the state
off-campus programs. In
the first time since
that had seen significant
1994, it established a pres-
special courses
growth and was home to
ence in Asia, offering an
were offered for
more than 10 percent of
MBA in China in partnership
servicemen during
the Fortune 500. Similar
World War II that
development in Jersey City
with Dalian University in
1995
Shanghai
the school was engaged in
in the late ’90s and early
off-campus programs.
21st century brought the
|
Beijing. Executive MBA pro-
That same year, John
grams in Singapore, Beijing,
Launny Steffens, chairman
and Shanghai followed. The
of Merrill Lynch’s U.S. Private
latter two programs earned
Clients Group, invited the
perfect for working profes-
waterfront in 2004. These
distinction in 2003 when
school to deliver an MBA
sionals who had to squeeze
three satellite campuses
Financial Times recognized
program at his company’s
a part-time education into a
now account for approxi-
Rutgers as one of the Top 10
facility in Plainsboro, New
full-time life, and the dense
mately 20 percent of the
Executive MBA programs in
Jersey. The school agreed to
concentration of businesses
school’s part-time MBA
China. (For more on RBS
offer its core curriculum
in the area ensured its
enrollment.
abroad, see story starting
over a two-year period, and
success. The instant popu-
on page 32.)
Merrill Lynch agreed to
Merger and the
School of Business–
New Brunswick
June 1984, SAS was reor-
two decades, demonstrat-
ganized into the School of
ing that one school could
Business, which began
effectively serve both cam-
Two years after taking
operation as a distinct unit
puses. Combining the two
the helm of the merged
on September 1, 1986.
schools also would increase
Newark operation, Dean
The new campus was
school to the Hudson
the quality and quantity of
Under the leadership of
George Benson was given
its dean, Arthur Kraft, the
course offerings, simplify
an additional responsi-
School of Business capital-
fund-raising, offer signifi-
bility—the upper-division
ized on the strength of its
cant economies of scale in
undergraduate School of
respected and well-
Business–New Brunswick.
published faculty and strong
Business education
demand for business edu-
Arthur Kraft
board management and
school governance, and
As the school grew, so
vastly increase the services
had been offered in New
cation to develop a solid
did questions about the
that RBS could provide to
Brunswick since 1934
student base. The school
efficiency of competing
faculty, students, and the
through the economics
was especially noted for its
Rutgers business schools
public. Particularly note-
departments of the liberal
outstanding accounting pro-
serving overlapping audi-
worthy was the ability the
arts colleges of Rutgers,
gram, which continues to
ences. The idea of integrat-
combined programs would
and the management, mar-
produce graduates that reg-
ing the programs on the
have to expand the range
keting, and accounting
ularly achieve the highest
two campuses was dis-
of career placements and
departments of University
scores in the country on the
cussed in 1991 during the
internships. The merger was
College. In 1981, the
Uniform CPA Examination.
Newark graduate and
announced in 1995 and
University College depart-
In 1990, a naming gift from
undergraduate merger
completed the following
ments were reorganized
Janice H. Levin allowed for
talks. Among many reasons
year, and all these benefits
into the School of Adminis-
the construction of faculty
to proceed, the Newark
were realized.
trative Sciences (SAS). In
and administrative offices
program had been filling the
on the Livingston campus,
need for MBA classes in
the school’s first permanent
New Brunswick for close to
home in New Brunswick.
31
32
|
Educational Export • May Tsui-Cohen (MBA ’03) learned from some of the business school’s top faculty and earned a full Rutgers degree,
but she didn’t have to leave native China to do it thanks to RBS’s Far East export—the International Executive MBA. The school has been
operating in China on a continuous basis since 1994, longer than any other American business school.
RBS AT SEVENTY-FIVE
|
Global Enterprise
Rutgers Business School’s
international programs promote
the mutual exchange of ideas
that opens minds and borders.
followed by a similar venture in Romania. Although
Starting in 1994, RBS established itself as a leader in
the government in Bucharest was “very rigid,” says
business education in the Far East. It conducts one of
Blakeslee, “we arranged for Romanian business stu-
the oldest and most prestigious Western graduate busi-
dents to come to Rutgers where we introduced them to
ness programs in China, which earned distinction in
our students and faculty.” The school can take pride
2003 as one of the 10 best Executive MBA (EMBA) pro-
that in a small way it was an agent of change in Eastern
grams in that country. Under Dean Howard Tuckman,
Europe. Today, Bucharest is a center for world trade.
the school has increased its programs in China and is
exploring other partnerships with schools in Europe.
Arriving in Asia
In the early ’80s, China signaled it was becoming more
Exporting Expertise
open to the West. Business executives there soon real-
The school embarked on its first foray into educational
ized that they needed to learn Western accounting
exporting in the late ’60s and early ’70s when faculty
and business principles. The U.S. Department of Com-
teams from Rutgers were invited to advise industries and
merce stepped up and began a program dubbed “the
universities in several countries. One of the most
Chinese Harvard” in which professors from American
intriguing invitations came from Yugoslavia: to teach
universities were sent to teach in China.
Western management and marketing practices in an
economy that was experimenting with market socialism.
Responding to the challenge, Dean Horace
Although that program eventually lapsed, the need
for Western business knowledge remained. Thus, a
decade later, Dalian University of Technology prepared
DePodwin organized a small group of business experts
to launch a joint MBA program with an American uni-
to plan an intensive one-week training program that
versity. The goal initially was to train executives of
was aimed at people who were earmarked for advance-
Sinopec, one of China’s wealthiest companies, in
ment within their companies. In addition to DePodwin,
Western-style management theory and practice.
the faculty team included Assistant Dean David
Serendipitously, Dalian, located in one of China’s most
Blakeslee, Professor William Dyszma, and Jiggs Weldy
important port cities, also is where one of RBS’s most
of General Electric.
popular teachers had family ties. Professor Lei Lei
“It was a very good experience for everyone,”
heard about Dalian’s interest in an MBA program
comments Blakeslee. “Yugoslavian educational organi-
through her father, Tian Yue Lei, who was senior vice
zations were supportive because they had their govern-
president for academics there. She persuaded the dele-
ment’s backing—as a matter of fact, the government
gation from Dalian to include Rutgers on its itinerary
actually initiated the programs. We realized that what
when it visited five potential partner universities in
we were teaching here could be adapted to their cir-
the United States.
cumstances. In turn, we encouraged them to pursue
international trade.” The program in Yugoslavia was
Exporting the MBA program to the other side of the
world was a tantalizing prospect to Professor Allan
33
|
Roth. He was among the key group of professors that
the-job experience. Two of the interns worked on
began planning a program that would retain the essen-
developing joint ventures between China and the
tial graduate business curriculum, but be tailored to
American power industry. In 1996, the first class of
the needs of middle managers in China and meet the
Rutgers–Dalian MBAs graduated.
Chinese government’s rigorous standards.
Rutgers’ proposal was accepted; the program would
RBS’s presence in Asia expanded when its administra-
by Dalian. In 1994, Dean George Benson and Professors
tion was asked by contacts in Singapore to establish an
Lei and Roth traveled to China to sign the formal
EMBA program for busy corporate managers there.
October 14, 2001: Members of the Rutgers
International Executive MBA class in front of
Beijing’s Temple of Heaven.
1999
Singapore
be taught by Rutgers professors and the degree awarded
agreement. In July of that
Modeled along the lines of the intense 20 months of
same year, Professors
course work offered in New Jersey, RBS launched a
Robert Rothberg and
condensed 12-month version of the EMBA in 1997.
Philip Hartley led the first
“In Asia, executives are subject to frequent transfers
courses in accounting and
throughout the Pacific Rim and to extensive overseas
marketing. Four thousand
travel,” says finance Professor Farrokh Langdana.
people applied for the 42
“Since the pulse of business is more intensive, even
seats available in the class.
20 months is too long a commitment.”
As part of the educa-
Singapore presented some challenges to the Rutgers
tional process, Sinopec
faculty. The professors had to coordinate their material
sent 19 of its employees—
with each other in a more systematic way in order to
selected from its thou-
accomplish their goals within the condensed schedule.
sands of managers—to
Learning was definitely a two-way proposition. “Our
intern with several New Jersey-based companies. The
first group of students gave us a lot of insight into the
students first immersed themselves in an intensive
way we taught. We learned to streamline our teaching
English-language course, then departed for the United
techniques while making sure that we met our peda-
States where they studied and gained invaluable on-
gogical standards,” says Roth. “It was a revelation for
At the Turn of
the Century
He immediately began to
refine promising entrepre-
modernize RBS’s technology
neurial ideas. And courses
The end of the millennium
infrastructure. A state-of-
like the capstone Applied
saw another change in
the-art financial research
Portfolio Management
leadership at RBS. Howard
and stock trading room
turned students into invest-
Tuckman, a distinguished
was constructed. Wireless
ment managers for a
economist and consultant
networking was deployed
$100,000 portfolio.
who had served as dean at
throughout the school’s
Virginia Commonwealth Uni-
buildings on the Newark
versity and the University of
and New Brunswick/
Memphis, was hired in 1998
Piscataway campuses.
to lead the school into the
Equipment in computing
to the real world. The phar-
kind MBA in pharmaceutical
new century.
labs was upgraded and
maceutical management
management, a multifac-
Blackboard, a web-based
program, for instance, took
eted program in supply
recruiting top quality faculty,
teaching aid, was deployed.
students behind the scenes
chain management, and a
creating a new home for the
The school’s use of wireless
at leading pharmaceutical
well-positioned board of
growing institution, and rais-
Internet and Blackboard
companies and allowed
advisers and programmatic
ing its profile in international
was a first for the Rutgers–
them to learn from promi-
boards were among the
rankings. He also put strong
Newark campus.
nent executives. A universi-
dividends of this effort. (For
tywide business plan
more on the school’s ties
Tuckman set priorities of
History
34
emphasis on technology
The curriculum began
There was a push to
strengthen ties between
Howard P. Tuckman
the school and the business
community. The first-of-its-
and improving the strategic
to focus on the school’s
competition challenged
to business, see the related
focus of the school.
competitive advantages and
students to develop and
story starting on page 16.)
took on a closer resemblance
GOING GLOBAL
us. For example, I developed my own textbooks, which
matriculated in the Shanghai program. The school is
I could email to the students.”
planning to start a new program with Dalian in 2005,
The first EMBA class, which included 15 Americans,
which will be taught in Mandarin. A joint program with
20 Singaporeans, and six Europeans, graduated in 1998.
Graduate School of Business Administration Zurich is
Unlike the Dalian program, International EMBA stu-
also being examined.
dents earned full Rutgers degrees.
• Alumni Perspective
The school has been
operating in China
on a continuous basis since
1994, longer than any other
American business school.
Although Larry W. Kessler (MBA ’98) had undergraduate degrees in business and accounting, he often
thought about pursuing graduate education. “Getting
an MBA was something I had wanted to do for many
years.” Therefore, despite the considerable demands
of his career, Kessler decided to enroll in Rutgers’
International EMBA program. “I was living in
Singapore when I heard about the Rutgers program.
It had an excellent reputation, which met my criteria.
I liked the fact that Rutgers brought professors from
New Jersey to teach in Singapore and also that I could
Beijing, Shanghai, and Beyond
With the Dalian and Singapore programs well estab-
complete the program in 12 months.”
“All the professors from New Jersey had a lot of
lished, Rutgers launched EMBA programs in Beijing in
energy, which I appreciated. They each contributed
the summer of 1998 and Shanghai in June 2001. Martin
something different to the curriculum from their vari-
Markowitz, associate dean and director of international
ous disciplines. Respectful student-professor relation-
programs, notes that the government of the People’s
ships developed among us, as well as some enduring
Republic of China was building up Shanghai “as the
friendships. Still, it was a juggling act. I was traveling
financial capital of China. Given
most of the time. After the weekend class, I’d hop on
that a lot of companies are moving
an airplane for a business meeting somewhere on
in, we thought it presented an
Monday, and then fly back for the next class on
excellent opportunity.”
Tuesday. The schedule was very intense, but good. Our
These two 14-month programs
have been a great success, educating executives who represent a vari-
Great Wall of China
professors understood the need for brevity but never
sacrificed the program’s integrity.”
The former president of VeriFone Asia-Pacific and
ety of multinational companies
current chairman of CyberNet, Kessler spends as
including Boeing (China), Ford,
much as 40 percent of his time in Asia, but calls
General Electric, General Motors,
Colorado home. “With an international airport nearby,
Hewlett-Packard, Johnson &
it is easy to commute anywhere in the world.” Clearly
Johnson Medical (China), Maersk (China), and
at ease as a global businessperson, Kessler is equally
Motorola, among others.
comfortable talking about the value of Rutgers’ inter-
RBS has maintained high standards for its interna-
national program. “Since completing the International
tional business programs in Asia through good times
EMBA program, I have recommended it to other busi-
and bad. It weathered the economic crisis that began
nesspeople. In fact, I would like to see the university
in Thailand in 1997, persevered through the effects of
expand its presence in Asia. As a pioneer of MBA pro-
September 11, and most recently emerged healthier
grams in Asia, Rutgers has a great opportunity to grow
than ever after the SARS epidemic. Since 1998, 125 stu-
in the Far East.”
dents have graduated from the program in Singapore;
since 1999, 180 students have graduated from the program in Beijing; and since 2002, 72 students have
|
35
36
|
Industry Consultants • “Interfunc” teammates Michele Carvale (seated), David Kanarek, Tiffany Ross-Mitchell, and Anik Roy (left to right,
all MBA ’01) put theory into practice measuring the economic impact of the biotech industry in New Jersey. Their findings were cited by
former Governor James E. McGreevey and the New York Times. Not pictured are teammates Cindy Dominguez, Pete Irizarry, Shazib Jamil,
and Oded Schneider.
RBS AT SEVENTY-FIVE
|
Theory and Practice
When Rutgers Business School established its
Interfunctional Management Consulting, or “Interfunc,” program,
in the early 1970s, it set an academic benchmark for bridging classroom theory
with real-world practice.
Biotechnology Council. “We helped to define the goals,
Since that time, and especially in the last five years, nearly
but they worked wonderfully as an independent team.”
every facet of RBS has incorporated a real-world flavor.
From state-of-the-art classrooms and “reality-based”
Ross-Mitchell contends that Hart enabled their success. “After two years of learning marketing, research,
course work, to the practical teaching approach of
and financial theory, we had an opportunity to apply
skilled academics, RBS provides a clear advantage for
our knowledge,” she said. “The most eye-opening part
undergraduate and graduate students preparing to
of the experience was how much we learned from the
enter the business world.
Biotechnology Council’s members and staff. They were
living in the biotech world, and we were not. Their
Applying Theory While Creating Value
insight made our theories work. We didn’t realize at the
More than 30 years after its genesis, the Interfunc field-
time what a valuable lesson that was.”
work course sequence has engendered 1,500 projects
for Fortune 50 companies, privately held firms, not-for-
Investing “Real Money” Raises the Stakes
profits, state agencies, municipalities, and entrepre-
Investing on paper may be a practical way to teach
neurs. In turn, the MBA candidates involved have
finance students, but nothing compares to the experi-
gained invaluable, practical experience.
ence of working with real money. To that end, RBS
One prime example involves a benchmarking and
economic impact study completed in 2001 for the
Biotechnology Council of New Jersey. “The organization
provides two unique opportunities for students to do
just that.
At the graduate level, Applied Portfolio Manage-
wanted to grow the industry in New Jersey, and our
ment is a capstone finance elective built around a
group was intrigued by the chance to work within an
portfolio created in 2000 with a gift from Professor
emerging industry,” said Tiffany Ross-Mitchell (MBA ’01),
Emeritus David Whitcomb. Eight student analysts
a member of the eight-person project team. “We knew
selected each semester create in-depth stock reports
that our research would make a real impact, especially
that generate buy and sell recommendations for
in their ability to market and provide financial incen-
the fund.
tives for biotech firms outside of the state.”
The study thoroughly profiled the state’s biotech
According to John Longo (MBA ’95, PhD ’95), who
teaches the class with Basu Mullick, many students
industry, including the number of companies and
have used these stock reports to secure jobs on Wall
employees, research areas, and future projections.
Street. However, the best success story is the portfolio
Former Governor James E. McGreevey in 2002 cited
itself, which has outperformed the S&P 500 Index
the findings in a New York Times article discussing the
since its inception in June 2000. By the fall of 2004, it
promise of biotechnology in New Jersey.
was up 18 percent, while the S&P 500 Index was down
“The Rutgers group handled the project from concept to completion,” said Debbie Hart, president of the
16 percent, and the S&P 500 BARRA Value Index was
up only 3 percent.
37
|
“Applied Portfolio Management is different from
tions as MIT, Harvard, NYU, and Columbia in a group
other courses at Rutgers,” Longo said. “The students
interview with Michael Dell and several Dell Inc. vice
are very serious because they appreciate that some-
presidents. He credits his success during that meeting
thing real is at stake.”
to the influence of marketing professor Sharan Jagpal.
At the undergraduate level, the Little Investment
“Michael Dell asked for my thoughts on how his
Bankers of Rutgers (LIBOR) also provides an opportunity
company could optimize sales performance,” recalled
for students to influence a real-life
McKenzie. “Dr. Jagpal taught me about applying mar-
investment. Each semester, mem-
keting theory to sales force management. I talked about
bers of the student-run organiza-
recognizing different levels of risk aversion among sales
tion develop research equity
people and devising a new compensation program to
reports under the guidance of
suit them. It was a bit radical, but I took a chance.”
Rutgers alumnus and professional
Rohit Shyam (MBA ’00) picked
utility stocks for the Whitcomb
Fund as part of a capstone
finance elective.
Dell created a position for McKenzie, placing him in
portfolio manager Greg Francfort.
charge of sales support for the firm’s Public Organization
“Greg uses information from
customer base in June 2003. He developed a pilot to test
our reports when making decisions
his idea. During the first six weeks, his team achieved
for a special fund—the Bender
an 18 percent sales increase. McKenzie has since been
Trust—that he manages,” said
appointed senior services brand manager for Dell’s
Neil Motwani, LIBOR president.
$2.4 billion Consumer Service Offering portfolio.
“So while the overall focus is learning, we want to do
things correctly. It is an extremely valuable experience.”
Dr. Jagpal advocates an analytical approach to marketing. But he adds, “I believe that theoretical models
that cannot be implemented in practical situations are
2001
History
38
Practical Teaching at Work at Dell
empty. I encourage students to get to the core of a
Shortly before he graduated from the RBS Executive
problem and develop an analytical foundation for solv-
MBA program, Anthony McKenzie (MBA ’03) joined
ing it. When students like Anthony do this successfully,
13 other MBA candidates from such notable institu-
it is highly gratifying.”
Creating the
Future Today
first time in its prestigious
ranking of top MBA pro-
RBS publicly launched in
which concluded in 2004,
The millennium war-
grams. The following year,
2001 a successful multi-
raised $20.3 million for RBS.
ranted new pride in an
through the vision and gen-
year capital campaign that
The contributions provide
institution that had evolved
erosity of Executive-in-Resi-
dwarfed all prior fund-
much needed support for
as a full-service business
dence Richard Romano, a
raising. The previous high
faculty research, financial
school providing a high-
wall of honor was erected
water mark was the 1984–90
aid, and instruction. (We
quality education on multi-
in Engelhard Hall to cele-
campaign that raised just
gratefully recognize those
ple campuses in New Jersey
brate the successes of the
over $8 million for the
who supported the “Creating
and in Asia. In the fall of
school’s alumni and inspire
Newark and New Brunswick
the Future Today” campaign,
2000, BusinessWeek maga-
current students.
business programs. The
beginning on page 47.)
Against this backdrop,
universitywide campaign,
zine recognized RBS for the
“Creating the Future Today”
Rutgers Business
School–Newark and
New Brunswick
schools—which caused
and New Brunswick in
much confusion.
October 2001. This enabled
The mergers of the mid-
identity that would unify
gle institution known for
’90s succeeded in creating
students, faculty, and staff.
high-quality business
a unified institution but left
Through the strong leader-
research, education, and
the school with a fractured
ship of Rutgers–Newark
training.
identity. It had four different
Provost Norman Samuels, it
The school needed an
was renamed Rutgers
names—one for its faculty
and administration and
three others for individual
Norman Samuels
Business School–Newark
RBS to brand itself as a sin-
THEORY AND PRACTICE
According to Farrokh Langdana, director of the
has yielded a number of innovative, viable business
EMBA program, Dr. Jagpal’s approach reflects the
models. Among them, Icelus Pharmaceuticals won
emphasis on practical teaching at RBS. “We have posi-
top prize in 2004 for its plan to develop a fast-dissolve
tioned our program to give executives skills they can
drug-delivery technology for pediatric over-the-
immediately apply in the workplace,” he said. “This
counter medicines.
focus on providing tools for the real world distinguishes
Rutgers Business School among its competition.”
|
Dr. Alvarez noted that the success of the winning
plans is measured by whether they launch, rather than
if they prosper. “We hope that they will succeed, but
that is not our emphasis,” he said. “Just getting to the
The focus on providing
tools for the real world
distinguishes
Rutgers Business School
among its competition.
start-up phase is a wonderful experience.”
Students Benefit from
High-Tech Classroom Setting
If having hands-on Wall Street trading and research
experience is a key advantage in landing a job, finance
students at RBS’s Newark campus have a leg up on
their competition. The school’s Global Financial
Market Center (GFMC), a $1.2 million high-tech class-
Competition Encourages True Start-Ups
room designed to simulate the work environment of
Many leading business schools host business plan
the nation’s leading brokerage houses, provides an
competitions, but few have raised the bar for winning
unparalleled resource for students to learn by doing.
like Rutgers. According to Fernando Alvarez, director
of the RBS Entrepreneurship Program, the Annual
Rutgers Business Plan
exchanges, as well as an abundance of corporate finan-
Competition differentiates itself
cial and accounting data including stock pricing histo-
by encouraging plans that turn
ries, news histories, and Securities and Exchange
into real commercial ventures.
Commission filings.
“Our competition is geared at
April 20, 2004: Trish Hunter and
Tom Wright (MBA ’04) presented
the winning concept at the annual
Rutgers Business Plan Competition.
The GFMC features 40 workstations with access to
real-time and delayed market feeds for U.S. and foreign
In addition to the data feeds and financial informa-
promoting and polishing plans
tion available at the workstations, the room also fea-
that have a real chance,” he
tures an electronic stock ticker, two large data panels
said. With $30,000 in sponsor-
that flash live market data and news headlines, and a
contributed prize money at stake,
pair of flat-screen television monitors that display
graduate and undergraduate
news analysis from CNBC and Bloomberg News.
students across disciplines are
eligible to compete.
Contestant teams that reach
“The setting and services simulate an actual trading
room,” said Ivan Brick, chair of the RBS finance department. “Our students become accustomed to research-
the semifinal round of the three-phase process have
ing financial information electronically and using the
access to workshops and other resources to help them
industry’s major statistical tools. This gives them a clear
get ready for the finals. Practicing entrepreneurs, pro-
advantage during a job interview because they can
fessional services providers, angel investors, and ven-
speak the same language as the professionals.”
ture capitalists comprise the judging panel.
“In the screening process, we select only those
Currently, all RBS introductory finance courses hold
at least one class session in the GFMC, and a number
teams to compete as finalists that truly intend to move
of investment and other related courses use the space
forward with their plans,” Dr. Alvarez said. “The stu-
on a regular basis. Efforts toward using the room
dents must propose an idea and show us that they can
widely across the curriculum and as a tool for inde-
carry it out.”
pendent study are ongoing.
From entertainment to consumer goods and medical
innovations, the Rutgers Business Plan Competition
39
40
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Chain Reaction • Albert R. Gamper, Jr., a 1966 University College–Newark economics major, and Nubia Castro, who plans to graduate in
2007 with a degree in accounting, represent the link between two generations of Rutgers–Newark business students. Gamper recently made
a personal investment in Rutgers Business School–Newark and New Brunswick to help the school attract top scholars and students for
generations to come.
RBS AT SEVENTY-FIVE
|
The Fourth Quarter Century
At 75 years old,
is as vibrant and energetic as a freshly minted MBA candidate,
full of ideas, ambition, motivation, and pluck.
new facility in Newark; increasing the number of stu-
And its leaders and other university officials know
dents; and breaking into the top 50 nationally ranked
the time is right for the school to build on its legacy
business schools.
and break through as one of the country’s top
business schools.
Diner believes that bringing in greater funding for
faculty research and endowed chairs to enable the
school to hire more top professors will be the piston
Great Expectations
driving the other goals. “The most important thing is
“We have a unique opportunity,” says Dean Howard
the caliber of the faculty we attract here,” he says.
Tuckman. “We are very fortunate. We are close to New
“Everything else follows from that.” Top-notch faculty
York City, the financial capital of the world. We are
will attract even more of the best students to the
in the wealthiest state in the nation. We have some
school, the school’s reputation will grow, and higher
of the largest corporations here and we have a crop
rankings will be the result.
of very, very bright students. RBS can, and will, move
to the top among business schools.”
With a foundation of strong faculty, outstanding
Of course, attracting all those faculty members and
students will necessitate a new facility. The current student population is about 4,000, and Tuckman would
students, and a good reputation, the school has solid
like to see it continue to grow. “We have a comprehen-
partnerships with both small and large businesses in
sive blueprint for a new business school building,” he
the state. Says Newark Provost Steven Diner, “New
says. “It would include an executive education facility;
Jersey’s industries rely upon the expertise the business
we would incorporate the centers and other affiliated
school can provide. The state also has a tremendous
entities, such as the New Jersey Small Business
need for small business development. RBS is a critical
Development Center. The new building will be more
entity for New Jersey.”
user-friendly; it will have lots of spaces where students
The school represents a core discipline for the state
can talk and work on their projects, a high level of
university. According to President Richard L. McCormick,
technology, and possibly a cafeteria and library.” The
“The business school connects the university to the
challenge will be finding resources for construction,
business community. There are many Rutgers students,
given the state’s budget constraints, he adds.
both graduate and undergraduate, who want to study
business, and we must be strong in that area.”
The school also aims to enhance its programs in
three fields that have a strong presence in the state’s
industry base: pharmaceutical-biotech management,
The Mission Continues
financial management, and supply chain management.
Along with the primary missions of research, teaching,
and service, RBS leaders have set a high bar in terms of
A Global Presence
specific goals for the next decade. Those goals include
Other academic priorities include enhancing the
increasing external funding for research; building a
already strong areas of international business and
41
|
business ethics, says Tuckman. In addition, the school’s
recalls the recently retired chairman of CIT and the
international programs will continue to expand, with
chairman of the Rutgers Board of Governors. “I looked
new programs planned in Dalian, China, and Zurich,
around and said, ‘It’s hard to believe that I went to
Switzerland.
school at night for six years and now I’m lucky enough
“This really plays into our idea that if you’re going
to be a truly great business school, you have to be a
to be elected chairman of the Board of Governors of
this massive institution.’” Of course, as with most suc-
global player,” Tuckman says. “In the next five or 10
years, I see more of a focus on our international curriculum while developing students who can exercise
their skills in multiple countries.”
A business school is
an appropriate investment
Tuckman, Diner, and McCormick all say they are
committed to increasing two of the most important
components of strengthening the school—fund-raising
for a business leader.
and state support. All say they will
If it encourages others to
maintain strong ties with the busi-
put their money into …
ness community and work to create
new partnerships, both with business leaders and with state officials.
the school,… it could make
Tuckman believes that the
a big difference.
school can break into the upper
echelon of business schools within
the next few years. “When you
Steven J. Diner
realize there are more than 1,200
cess stories, Gamper’s achievements had more to do
business schools in the country, the competition for
with perseverance than luck. While taking evening
the top 50 is enormous,” he adds. “We have had a
courses in accounting, finance, and economics at
very successful capital campaign and we’ve used that
University College, Gamper worked full time in the
money wisely, such as for career placement and to
credit department of Manufacturers Hanover Trust
finance high-quality faculty research. I think that over
Company in New York City. He worked his way up the
time, this will be recognized and put us in the top 50.”
corporate ladder and eventually was tapped to run the
bank’s spin-off company, CIT, beginning in 1987. In
A Business Leader Knows a Good Investment
July 2004, he stepped down as its CEO and retired as
Nearly 40 years after his graduation, Albert R. Gamper,
the company’s board chairman on December 31 of that
Jr., still seems a bit amazed at where his degree in eco-
year, completing 42 years with the two companies.
nomics from Rutgers–Newark has taken him. “I came
down here with my wife to an event this past summer,”
2004
History
42
“It was an unusual education,” he says of his time at
Rutgers, “but it was a valuable one. I never went to a
The Past as Prologue
that comes from
which to build. With an out-
In May 2004, Dean
mastering difficult
standing and diverse stu-
Howard Tuckman addressed
subjects … are
dent body, a highly
graduates at the school’s
characteristic of
regarded faculty, a commit-
annual commencement.
Rutgers in the
ted alumni base, and strong
“The RBS emphasis on pro-
new millenium,”
support from the business
viding a rigorous education;
he observed.
community, RBS will
the excellence of our fac-
As Rutgers
ulty and their contribution
Business School–
grow, innovate, and be rec-
Newark and New
ognized as one of the fore-
undoubtedly continue to
to knowledge; the bonds
Rutgers Business School Commencement
and friendships that have
tion with the faculty and
Brunswick looks ahead to
most schools of business in
grown out of your interac-
each other; and the devel-
its fourth quarter century, it
the United States.
opment and self-confidence
has a solid foundation upon
THE FOURTH QUARTER CENTURY
football game, never joined a fraternity, made no net-
and New Brunswick. Sood and Moran sought to estab-
work of friends in college, had no college life,” he adds
lish traditions and programs that would bring the two
with a laugh. “But I do have something that says ‘bach-
campuses closer together.
elor of arts, Rutgers University.’ That degree opened
|
In the past year, they initiated an array of activities
doors for me and I’ve always been very appreciative of
and programs to “develop a cohesive community with-
that. If I didn’t have it, I don’t know where I’d be.”
in the Rutgers Business School,” Sood says. “We started
Gamper recently translated his gratitude into a million
social and networking events that brought in a lot of
dollar gift, matched by CIT, to endow a chair at Rutgers
alumni and executive MBAs.” They organized a coat
Business School, although his degree is from Rutgers’
drive for both the Newark and New Brunswick/
University College–Newark.
Piscataway campuses and sponsored a speaker series,
“People ask me, ‘Why are you putting your money
into the business school?’ It has to do with who I am
as a business leader. I feel that a business school is an
appropriate investment for a business leader. If it
encourages others to put their money into a chair for
the school, I think it could make a big difference.” That
difference could mean attracting even more outstanding faculty to the business school, which would result
in even better research, more top students, and, ultimately, better rankings, he says. He adds that he will
Along with its primary missions of
research, teaching, and service,
RBS leaders have
set a high bar in terms of
specific goals
reach out to other business leaders in the state and
for the next decade.
urge them to support Rutgers Business School
“so that we don’t have to export students to get their
degrees at Stanford or Harvard. We should capture
a Halloween party, and an international food festival.
them here.”
Filling a need for food service in the business school’s
facilities, Sood and Moran guided the government
• A Student’s Perspective
association to provide seed money to the Black MBA
An institution with three-quarters of a century under
Association to start a small café in Engelhard Hall.
its belt like the Rutgers Business School is bound to
have at least a few traditions. But one MBA candidate
at the school felt it was time to start
ence in the business world, from a stint at Salomon
some new traditions for a new
Brothers where he managed market data operations,
generation of students. Rohit Sood,
to one at Bond Technologies’ Chicago office, where
who served as copresident of the
he led a staff of 64 employees. A few years ago he
school’s Student Government
decided he wanted to get his MBA so that he could
Association, wanted to get more
learn the frameworks for strategic decision making
business students involved in the
and parlay his skills into a general management role
life of the school.
in the pharmaceutical industry. In the meantime,
“One of the challenges the busiRohit Sood
Sood is no stranger to organizing people, setting
goals, and realizing them. He has several years experi-
ness school faced was a lack of continuity,” says Sood. “It seemed that while there was a
he’s also editing a quarterly online newsletter about
that industry.
Although Sood’s copresidency ended in fall 2004
vision in place, every class would try to invent its own
and he expects to get his degree in spring 2005, he
wheel.” So when he and fellow student Brian Moran
plans to stay active with the organization. “I think the
were elected copresidents, they made a presentation
best way to show you care is to be involved. If you feel
about their goals to the school’s board of advisers. “Our
something needs to be changed, you make it happen.”
mission was to create a Rutgers community,” Sood
notes, “a community of students, faculty, staff, executives in industry, alumni, and people living in Newark
43
44
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Investing in RBS
Much of
Rutgers Business School–Newark and New Brunswick’s
success is rooted in the
generosity of its alumni and friends. Gifts—large and small—have helped
us to grow, provide assistance to bright and deserving students, and advance the knowledge of management
theory and practice. We extend our sincere thanks to everyone who has supported us over the past 75 years.
Following are just a few examples of the countless benefactors who have touched the RBS community.
Charles Engelhard
By the mid-’60s, it was apparent that the former Eagle Fire
Insurance building could no longer accommodate a business school that was growing in
both size and stature. RBS launched a drive to raise the $5 million needed for a new home.
Half of the money was to be provided by the state. Half of the balance—which was to be raised
from private sources—came from Newark industrialist Charles Engelhard. “It is the best way
to demonstrate how [much] Newark has meant to my family and to me over the years,”
Engelhard said. His generosity helped RBS fulfill the campaign goal and provided for a modern, permanent residence for the school on the Rutgers–Newark campus. Today, Engelhard
Hall remains the Newark home of the school’s undergraduate and MBA programs.
January 21, 1969: Charles W. Engelhard, Jr., (second from left) with Rutgers President Dr. Mason W. Gross; John T.
Connor, chairman of Allied Chemical Corporation and chair of the building campaign; and Orville E. Beal (BA ’37,
MBA ’54), president of Prudential and vice chair of the building campaign, at a press conference announcing
Engelhard’s $1.25 million gift.
New Jersey Sales Executive Foundation
In the early ’50s, as the school’s
fledgling MBA program was taking flight, the New Jersey Sales Executive Club established a
foundation to support deserving students who were chosen based on their academic ability,
high character, leadership potential, and financial need. In addition to helping countless MBA
candidates, over the years the foundation has supported other major initiatives at the school
including the renovation of Bove Auditorium (now one of the premier lecture halls on the
Newark campus) and the annual Rutgers Business Plan Competition. The foundation has
Bove Auditorium
given more than $1 million to the school to date. Its scholarship support and commitment to
the Business Plan Competition are ongoing.
Judith Faye Ross
Judith Faye Ross worked at RBS from 1973–78 as a principal clerk/
stenographer and as a faculty secretarial-group supervisor. She came to Rutgers after a number of years as an executive secretary, editor, and bookkeeper for various New Jersey firms.
This is not the background you would expect of a major benefactor, which makes her quiet
act of philanthropy all the more dramatic: she left close to $1 million in her estate for undergraduate business scholarships at Rutgers. Each year approximately 40 students benefit from
her generosity.
May 18, 2004: Dean Howard Tuckman and some of the 2004–2005 Judith Faye Ross Scholarship recipients.
INVESTING IN RBS
Edmund L. Houston Foundation
|
Edmund L. Houston was a police officer with
entrepreneurial aspirations. In 1973, he turned to the Rutgers Interfunctional Management
Program to help design a funding package for a new catering business. After successfully
launching the company, Houston was tragically killed in a boating accident. The members of
the Interfunctional team, moved by his death, established a foundation in his name. Since the
mid-’70s, the Edmund L. Houston Foundation has supported countless African-American
MBA students who have demonstrated great academic and entrepreneurial achievement. The
award is made in the name of Houston and Alfreda P. Robinson, former assistant dean for
graduate admissions, who was instrumental in increasing minority enrollment at RBS.
May 18, 2004: Quincy J. Jones (second from left) receives the Edmund L. Houston–Alfreda P. Robinson Award. Also
pictured are Daniel Eatman (MBA ’74), a member of Houston’s Interfunctional team; Dean Howard Tuckman; and
Alfreda P. Robinson.
The Prudential Foundation
Throughout the summer of 2002, reports of Enron,
Tyco, and other accounting scandals made the case for greater focus on ethics in business
schools as well as in corporate America. Thanks to a gift from The Prudential Foundation that
led to the creation of the Prudential Business Ethics Center at Rutgers, RBS was already integrating ethics across its curriculum and developing programs for the community at large.
The center, directed by Professor Edwin Hartman, has partnered with industry for a range
of topical conferences; presented speakers such as Sherron Watkins, the Enron whistleblower,
and former Federal Reserve Chairman Paul Volcker; inaugurated an annual award to recognize
student achievement; and hosted the twice-yearly Prudential Lectures at Rutgers, a forum
featuring leading young scholars in the field, which engages them in conversation with
students, faculty, and others in the business community.
February 14, 2002: Arthur F. Ryan, chairman and CEO of Prudential Financial; Rutgers–Newark Provost Norman
Samuels; and Professor Edwin Hartman at the press conference announcing the creation of the Prudential Business
Ethics Center.
Thomas A. Renyi
The discipline of banking has a rich history at Rutgers. In 1935, the
Stonier Graduate School of Banking was founded at, and for decades was affiliated with, the
university. Although it was never officially part of the business school, several generations of
bankers have Rutgers to thank for their education. Countless students also have been influenced by Professor Paul Nadler, a well-known and sought-after commentator on the banking
industry, who was RBS’s preeminent faculty member in the field for 45 years. Now, future work
in banking at the school will be shaped by a gift from Thomas A. Renyi (BA ’67, MBA ’68),
chairman and CEO of The Bank of New York, who created a Senior Faculty Scholar position
Thomas A. Renyi
that, through the eventual proceeds from a testamentary gift, will be converted into a chair.
Professor Darius Palia, an internationally known scholar in the field of banking and corporate
governance, is the first member of the faculty to hold the position. His research examines the
credit channel of monetary policy, loan pricing, corporate governance issues in banking, and
bank mergers. He has taught at Columbia, Chicago, and UCLA.
IDT, Sun Microsystems, and Individual Donors
Students at Rutgers
Business School in Newark need not leave campus to gain authentic Wall Street trading and
research experience. The Global Financial Market Center, a $1.2 million high-tech classroom,
simulates the work environment of the nation’s leading brokerage houses. It was made possible by major gifts from IDT Corporation and Sun Microsystems, whose servers and workstations form the technological backbone of the facility, as well as by individual gifts from
Andy Melnick (MBA ’70), Greg Ostroff (BS ’83), Jeffrey D. Serkes (MBA ’82), and Josh Weston.
October 29, 2001: Rutgers President Francis Lawrence, IDT President Jim Courter, Sun Microsystems Northeast
Education District Technology Manager Casey Palowitch, Rutgers–Newark Provost Norman Samuels, and Dean
Howard Tuckman cut the ribbon to open the Global Financial Market Center.
45
46
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Alumni Scholarships
“There are various factors that affect your career over the long
term,” says Robert E. Campbell (MBA ’62), retired vice chairman of Johnson & Johnson. “For
me, my MBA experience at Rutgers was of special significance. I am grateful that I can give
back and, in doing so, provide opportunities for others to pursue their hopes and goals.” This
was Campbell’s motivation to endow a fellowship fund to assist Newark and New Brunswick
MBA students. Other alumni share his desire to give back to the school and have established
named scholarships. They include Thomas A. Bartlett (MBA ’81), Gary M. Cohen (MBA ’83),
William Freeman (MBA ’83), Mark Goldman (BS ’64), Leslie Goodman (MBA ’70), Mary Jo
Robert E. Campbell
Green (MBA ’70), Sidney Handler (BS ’54), John F. Ruffle (MBA ’63), and Jeffrey D. Serkes (MBA
’82). Their generosity will help future generations of RBS students succeed.
The Family of Robert J. Boutillier
Robert J. Boutillier (BS ’48) spent his career
at the accounting firm of Peat Marwick, including 15 years as the company’s vice chairman for
the Northeast Region. A member of the Rutgers Board of Trustees and the Rutgers Foundation
Board of Overseers, Boutillier was actively involved at the university throughout his life. His
legacy at the business school lives on in many ways, most notably in the endowed faculty
professorship in accounting that bears his name. Created by family and friends, the position
benefits junior faculty members with strong potential to be nationally or internationally
recognized in the field of accounting. Dr. Elizabeth A. Gordon, the first scholar to hold this
Robert J. Boutillier
position, fits the bill. Experienced in both the private and public sectors, Professor Gordon
specializes in the areas of international accounting and corporate governance and regularly
publishes in top journals in her field. Her most recent work focuses on the positive relationship between the strength of a company’s disclosure system and its market liquidity, and the
negative impact related-party transactions have on a firm’s value.
Blanche and Irwin Lerner
The pharmaceutical industry is vital to New Jersey’s
economy and to Rutgers Business School, an established leader in the field of pharmaceutical
management. RBS’s unique MBA program, offered in partnership with eight industry leaders,
applies its global reach to attract top students. The school’s research efforts in this area are
also world class, thanks to the Blanche and Irwin Lerner Center for Pharmaceutical Management, established in 2004 with a gift from the couple. Irwin Lerner (BS ’51, MBA ’58), the
former chairman, president, and CEO of Hoffmann-La Roche, is a highly regarded industry
pioneer. He led industry reforms that streamlined Federal Drug Administration (FDA) drug
Blanche and Irwin Lerner
approvals; oversaw passage of the Prescription Drug User Fee legislation, which expedited
the approval process by increasing resources available to the FDA; and is credited with originating the concept of copromotion, whereby two companies join forces to market a drug.
The center, directed by Professor Mahmud Hassan, sponsors research and programs in keeping with the high standards he set throughout his career.
David and Henrietta Whitcomb
As an emeritus professor of finance and founder
of Automated Trading Desk, a company that trades an average of 65 million shares of stock
per day, David Whitcomb knows that there’s a big difference between buying and selling “on
paper” versus using real money. To give students hands-on experience as fund managers, he
and his wife, Henrietta, gave $100,000 to RBS for students to invest as part of a capstone class
in finance. The Whitcombs also have endowed the Whitcomb Center for Research in Financial
Services, codirected by Professors Ivan Brick and Michael Long, which allows RBS to continue
conducting the type of cutting-edge research for which Whitcomb was known.
David and Henrietta Whitcomb
RBS AT SEVENTY-FIVE
|
List of Donors
Thanks to
3,000-plus members of the
Rutgers Business School–Newark and New Brunswick family,
the future is looking very bright indeed.
By the June 2004 conclusion of the universitywide “Creating the Future Today” capital
campaign, Rutgers Business School had raised $20.4 million, surpassing its goal by
66 percent and dwarfing all previous fund-raising efforts at the school. We gratefully
recognize those who contributed and thank them for the generous support that will
cultivate new ideas and a future generation of business leaders.
$2,000,000 or more
ASA Corp.
Mr. Thomas A. Renyi
$1,000,000–$1,999,999
Mr. Robert E. Campbell
CIT Group, Inc.
Mr. Albert R. Gamper, Jr.
Mr. Irwin M. Lerner
SAP America, Inc.
Professor and Mrs. David K.
Whitcomb
$500,000–$999,999
Mr. Sidney Handler
Mr. James H. McGordy
The Prudential Foundation
$250,000–$499,999
Mrs. Marie Boutillier
Mr. Vito Alfonso Cardace
IDT Corporation
Mr. John F. Ruffle
Russell Sage Foundation
Sun Microsystems, Inc.
$100,000–$249,999
Automated Data Processing,
Inc.
Bank of New York Company,
Inc.
Bristol-Myers Squibb
Company
Eisai, Inc.
General Electric Foundation
Ms. Joyce Fischler Goodman
Mr. Leslie E. Goodman, Esq.
Hoffmann-La Roche, Inc.
IDT Charitable Foundation
Mr. Robert Kaplan
KPMG Foundation
Merck & Co., Inc.
Novartis Pharmaceuticals
Division
Organon Pharmaceuticals
USA, Inc.
Ortho Biotech Products, LP
Mr. Julius L. Pericola
Pfizer, Inc.
PricewaterhouseCoopers
Mrs. Judith Fay Ross
Mr. Jeffrey D. Serkes
Mr. Josh S. Weston
Mr. Benjamin S. Wolfe
$50,000–$99,999
The Ayco Charitable
Foundation
Mrs. Beverly P. Beill
Mr. Gary M. Cohen
Mr. Joseph D. Coughlan
Mr. Robert K. Elliott
Fleet Boston Financial
Fleet National Bank
Johnson & Johnson
KPMG Peat Marwick, LLP
Mr. Morton Levine
George Link, Jr., Foundation
Mr. Leonard Littman
Mr. C. Thomas Mallos
Pharmacia
Public Service Electric & Gas
Company
RGK Foundation
Mr. Richard A. Romano
Rutgers School of Business
Management Alumni Assoc.
The Sales Executives Club of
New Jersey Foundation
SO Charitable Trust
Dr. Ronald V. Trense
$10,000–$49,999
Ms. Beverly Walker Aisenbrey
AstraZeneca LP
Mr. Alfred J. Battaglia
Mrs. Teresa J. Battaglia
Bayer Healthcare AG
Becton, Dickinson and
Company
Mr. Adrian Benjamin
Mr. Jeffrey P. Bolson
Mr. Robert A. Boutillier
Mr. Ken Boxley
Mr. William N. Britton
Mrs. Claire L. Calandra, Esq.
Mr. Kevin K. Carton
Mr. Norman Cogliati
The Community Foundation
of New Jersey
Mr. Thomas Crawford
Geraldine R. Dodge
Foundation
Mr. Robert N. Duelks
S.R. Ehrlich Family
Foundation, Inc.
Mr. Stephen Roger Ehrlich
Elberon Development Co.
Ernst & Young Foundation
Ernst & Young, LLP
Ms. Anne E. Estabrook
Fidelity Charitable Gift Fund
Mr. William M. Freeman
General Chemical Corporation
Mr. Kenneth L. Gentner
Mr. Richard D. Gilpin
Mr. Mark M. Goldman
Dr. Thomas M. Gorrie
Ms. Kathryn E. Gourlay
Mr. Stephen Guidette
Mr. Robert L. Guyett
Mr. Walter E. Hanson
IBM Corporation
Institute for Private Investors
Mr. Harold F. Jaeger
Jewish Community
Foundation of Los Angeles
Johnson & Johnson Sales and
Logistics Co.
Ms. Eve Kaplan
Mr. Ronald J. Kozich
The Herbert J. and Dianne J.
Lerner Foundation
Mr. Herbert L. Lipman
Mr. John M. Longo
Lucent Technologies
47
48
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Ms. Natalie Mark
Mr. Andrew J. Melnick
MFG Systems Corp.
Mr. Frederic R. Miller
Ms. Irene Miller
Mr. Joel E. Miller
Mr. James A. Morgan
Dr. Paul S. Nadler
New Jersey Society of Certified
Public Accountants
New York Stock Exchange, Inc.
Mr. Harold F. Oberkfell, Jr.
Mr. Gregory M. Ostroff
Pacific Interactive
Development Association
Palo Alto Software, Inc.
Mrs. Dorothy A. Pericola
Mr. John M. Pietruski
The PNC Financial Services
Group, Inc.
Mr. Joseph E. Pompeo
Mr. A. Donald Pray
Mr. Paul V. Profeta
Prudential Financial, Inc.
Joseph W. Rebovich, C.P.A.
Mr. John J. Reck
Mr. Harold T. Redding
Schering Corp.
Spear, Leeds & Kellogg, LP
Mr. Jared Specthrie
Ms. Jeanette K. Specthrie
T.R. Winston & Company, Inc.
Treasury Management
Association of New Jersey
United Parcel Service of
America, Inc.
Mr. Daniel S. Van Riper
Vanguard Charitable
Endowment Program
Wachovia Foundation
Warner-Lambert Co.
Mr. Solomon M. Weiss
Mr. Donald J. Wolff
Ms. Doreen Wright
Mr. Bryan J. Zoffinger
Ms. Christine M. Zoffinger
Mr. George R. Zoffinger
Ms. Judith A. Zoffinger
Mr. Richard G. Zoffinger
$5,000-$9,999
Accountants on Call
Mr. John H.C. Anderson
Mr. Howard Baker
Mr. Thomas A. Bartlett
Mr. Eric A. Beck
Mr. John R. Berger
Mr. Robert E. Butler
C.R. Bard Foundation, Inc.
Dr. Thomas D. Calandra
The Thomas and Agnes Carvel
Foundation
Mr. James G. Cassino
Ms. Lori D. Cohen
Mr. James A. Courter
Mr. Frederick D. D’Alessio
Deloitte & Touche
Mr. George A. DeMartino
Mr. Richard W. Ellis
Engelhard Corp.
Mr. William J. Federici
The William and Ellen
Freeman Family Fund
Mr. Egon Fromm
Mr. Claude E. Fusco, Jr.
Mr. Frank R. Gatti
Mr. Eugene F. Gaughan
Mr. Brian J. Geiger
Ms. Claudia A. Gentner
Professor Louis T. German
Mr. Michael J. Greaney
Mr. David C. Green
Ms. Mary-Jo Abate Green
Mr. Harold Haddock, Jr.
Mr. John Haldi
Ms. Mary Haldi
Mr. George C. Hanley
Mr. John F. Hanley
Gary J. Horowitz, Esq.
Mr. Richard G. Horvath
Institute of Management
Accountants, Inc.
International Council of
Shopping Centers
Educational Foundation,
Inc.
Jewish Community
Foundation of MetroWest
New Jersey
The Kiplinger Foundation
Walter L. Leib, Esq.
Mr. Herbert J. Lerner
Mr. Jack C. Liddie
Mr. Craig B. Lindsay
Mr. Jerome Lowengrub
Mr. Howard C. Luks
Mr. Peter J. McNamara
Mid-Jersey Chapter-HFTP
Mr. Chris E. Morris
Mr. James W. Nall
Dr. Rosa Oppenheim
Mr. Robert A. Orben
Dean J. Paranicas, Esq.
Mr. William C. Pezzano
Anthony M. Pilipie, C.P.A.
Mr. Anthony S. Piszel
Ms. Penelope Bragg Pray
Sanford C. Bernstein & Co.,
LLC
Mr. Paul J. Schmitt
Mrs. Sharon Schmitt
Mr. Dean H. Secord
Mr. Bernard M. Simon
Mr. James A. Skidmore, Jr.
Mrs. Carolyn J. Slaski
Samuel and Helen Soref
Foundation
Mr. John Southwick, Jr.
Mr. Michael A. Sperduto
Mr. Fred L. Stone
Mr. Toby Torrey
Dean Howard P. Tuckman
Tyco International Ltd.
TyCom Business Systems, Ltd.
UPS Freight Services
Mr. Nicholas Valeriani
Vineyard Productions, LLC
Wachovia National Bank
Mr. Edward C. Walch
Mr. D. Bruce Wheeler
Mr. Corbin McCue Wilkes
Mr. Michael J. Zarra
$2,500-$4,999
Accenture
American International Group,
Inc.
Mr. Philip E. Arnold
Mr. Alec G. Arons
AT&T
Automated Trading Desk, Inc.
Mr. James Balog
Bank of America Securities
Ms. Joanna Barnish
Mr. Theodore J. Bassman, Jr.
Mr. Fred F. Beatty
Mr. Steven P. Beck
Mr. Robert D. Blair
Mr. John M. Brotherton
Mr. Graham R. Brough
Mr. Robert P. Brownlie
Mr. Alan Adams Burgess
Mr. James F. Callahan, Jr.
Chubb Group of Insurance
Companies
CLC Group, LLC
Mr. Fred L. Cohen
Ms. Lori R. Cohen
Mr. Terry F. Culpepper
Dr. Fariborz Damanpour
Mr. Edward DiYanni
Mr. Donald L. Drakeman
Mr. Eric P. Edelstein
Ms. Susan E. Ellison
Mr. Jose E. Genuino
Ms. Carol Gershaw
Ms. Maryella M. Gockel
Ms. Lillian A. Gola
Mr. Joseph E. Gonzalez, Jr.
Mr. Herman W. Graf
Mr. Steven J. Green
Mr. Vincent K. Grieco
Mr. John W. Gruner
GSP International
Mr. George B. Hallock
Mr. Robert Harris
Mr. Robert E. Hayes, Jr.
Mr. Thomas B. Hogan
Dr. T. Edward Hollander
Mr. Peter M. Holloway
Mr. Gordon Holmes
Robert B. Jackson, C.P.A.
Ms. Dorinda Y. Jenkins
Ms. Beverly J. Johnson
Johnson & Johnson Services,
Inc.
Mr. Rajaram Kaushik
Mr. John A. Kirkpatrick
Mr. Russell O. LaValla
Ms. Annie H. Lo
Ms. Karen Sweeney Mactas
Mr. Michael L. Mason
Mr. James F. Matthews
Mr. Bryant M. McCarthy
Medarex, Inc.
Mr. John C. Meditz
Mrs. Kathleen Shea Mendes
Mr. Robert Mendes
Mr. Charles R. Miannay
Mr. Bernard J. Milano
Mr. Milo A. Moore
Paul S. Nadler Family
Charitable Trust
Mr. Howard P. Neu
The Northern Trust Company
Novo Nordisk
Pharmaceuticals, Inc.
Mrs. Helen M. Paranicas
PDI, Inc.
Mr. John Pennett
PNC Foundation
Mr. Alan J. Reece
Mr. Aavo Reinfeldt
Mr. Daniel C. Reinhardt
Mr. Kenneth M. Reiss
Ronald L. and Cinda S.
Roudebush Foundation
Mr. Alan L. Rubino
Ryan Beck & Company, Inc.
Samuel Klein & Company
SBLI USA Mutual Life
Insurance Company, Inc.
Mr. John A. Scherzo
Mr. Peter J. Schild
The Schwab Fund for
Charitable Giving
Mr. Andrew M. Senchak
Mr. Leonard J. Sichel
Ms. Carole B. Snyder
Mr. Kurt W. Stoffel
Summit Bank
Mr. Jay Suskind
Mr. Robert J. Symon
Mr. Thomas W. Synnott, III
Taipei Economic and Cultural
Office in New York
Mr. Louis T. Terlizzi
Mr. Patrick H. Terry
Mr. Richard W. Tkach
Mr. William P. Tully
Mr. Joseph H. Umansky
United National Bank
United Trust
Mr. Andre Van Hoek
The Videre Group, LLP
Mr. Edward F. Vogel
Mr. Jack R. Wehrly
LIST OF DONORS
Wilkin & Guttenplan, P.C.
Mr. David R. Wilson
Mr. Paul Zaffaroni
Mr. James R. Zalinski
Ms. Jacquelyn Zehner
The Jacquelyn and Gregory
Zehner Foundation
Mr. Bernard B. Zients
$1,000–$2,499
Academy of Accounting
Historians
Mr. William B. Adams
Mr. Kent E. Allison
Mr. Daniel Altman
American Accounting
Association
Mr. David K. Andres
Arthur Andersen, LLP
Ms. Lori E. Arvonio
Ms. Phyllis Baker
The James and Alvina Bartos
Balog Foundation
Mr. Ellis M. Balsam, C.P.A.
Ms. Heidi E. Barnes
Ms. Jennifer E. Bates
Mr. Marshall M. Bazar
Mr. Alexander H. Beard
Mr. John W. Bettenhausen
Mr. William E. Bixler
Boardroom Inc.
Mrs. Dolores A. Boblick
Mr. William E. Boblick
Mr. Mark Borofsky
Dr. Ivan E. Brick
Mr. James G. Brocksmith, Jr.
Mr. Raymond J. Broek
Mr. John R. Bryan
Ms. Karen N. Bryan
Mr. John Newman Carey
Carpenter, Shackleton &
Company
Mr. Joseph R. Chiesa
Mr. J. Anthony Clancy
Cogliati Charitable Trust
Mr. Allan H. Cohen
Brad J. Cohen, M.D.
Mr. Michael L. Cohen
Mr. Dominic A. Colannino
Mr. Donald R. Conklin
Mr. John O. Cronk
Mr. Kevin Cummings
Ms. Kristen L. Cunningham
Cyborg Capital Management
LLC
Mr. David D’Alessio
Professor Michael F. D’Amico
Robert D’ Augustine, Esq.
Ms. Mary Grace Davenport
Mr. Robert B. Davidson
Mrs. Janet M. Davis
Mr. John L. Del Monaco
Dendrite International, Inc.
Mr. Francois M. DeVisscher
Mr. John H. Donelik
Mr. Richard A. Druckman
Mr. Kevin W. Duffy
Mr. Martin Edelston
Mr. Archibald B. Edgar
Mr. William J. Edmunds
Educational Testing Service
Mr. Edward E. Ehrenkrantz
Mr. Gregory S. Erman
Mr. Thomas F. Faimali
Dr. and Mrs. George Farris
Mr. Martin Paul Feeney
Mr. Ronald M. Feinberg
Miss Juliet J. Feravolo
Mr. Joseph Fleisch
Mr. Frederick Florschutz
Mr. Jules Frankel
Mr. Richard B. Frost
Mr. Karl Gabriel, Jr.
Mr. Dagon L. Garris, Jr.
Mr. John C. Gazlay III
Ms. Ann M. German
Mr. James A. Giannella
Mr. Lee Thomas Gilbert
Mr. Donald R. Ginty, Jr.
Mr. Gerald J. Goldenfarb
Mr. Lee Goldstein
Mr. Robert C. Gordan
Mr. Luke D. Graham
Greater Newark Chapter
Society of Professional
Financial Planners
Ms. Camille D. Gutmore
Mr. Peter C. Haas, Jr.
James Hannan, C.P.A.
Mr. Herbert R. Hansen, Jr.
Mr. Theodore Hanson
Professor Edwin M. Hartman
Professor Mahmud Hassan
Mr. William F. Heitmann
Mr. Edward A. Hlavach
Annette Hollander, M.D.
Hyatt Regency New Brunswick
The Institute of Internal
Auditors, Inc.
Ms. Davida G. Isaacson
Mr. Ralph Izzo
J.H. Cohn, LLP
John Scherzo and Company
Beverly J. Johnson Foundation
Mr. Donald A. Johnson
Mr. John E. Johnson
Mr. Donald F. Jones
Ms. Cynthia Dale JonesHundley
Mr. Richard E. Kameros
Mrs. Frances R. Kaplan
M.M. Kaplan Foundation
Mr. Myron M. Kaplan
Mr. Thomas J. Kelly
Mr. Louis J. Kilian
Mr. John G. Kimberlin III
Mr. Robert C. King
The Kiplinger Foundation
Ms. Jeanne H. Klein
Mr. Samuel Klein
Samuel and Mildred Klein
Foundation
Ms. Larainne Koehler
Mr. Alan W. Koppes
Mr. John Edwin Kraker
Mr. Laurence W. Kramer
Mr. John P. Kropke
Mr. William L. Kufta
Mr. Lawrence W. Kull
Mr. Demetrios D. Lappas
Mr. Richard J. Lashley
Mr. Alfred C. Latimer
Ms. Noelle A. Lohmeyer
Mr. Edward J. Ludwig
Ms. Kathleen W. Ludwig
Mr. Tobias A. Lustig
Mr. Mark D. Lutchen
Ms. Peni MacMeekin
Mr. William Magerkurth, P.E.
Raymond E. Makul, Esq.
Mr. Michael J. Manley
Mr. Jed L. Marcus
Mr. Michael J. Mardy
Colonel Herman S. Marmon
Ms. Cathy-Ann Martine
Mr. Mark Carney Mazzatta
Mr. W. Peter McBride
Professor Donald L. McCabe
Ms. Elizabeth C. McCarthy
Ms. Rosanne L. McGraw
Mr. Thomas J. McParland
Mr. Anthony P. Meli
Mr. Frank A. Mikorski
Mr. David F. Miller
Mr. William J. Miller
Ms. Yvonne C. Miner
Dr. Paul J. Miranti, Jr.
Mr. Daniel D. Mistichelli
Mr. William R. Mitchell
Monmouth/Ocean Chapter
of CLU and ChFC
Ms. Kerin J. Montgomery
Mr. and Mrs. Robert Morris
Mr. W. Wallace Murray
Mr. Anthony M. Natelli
Ms. Marthy L. Natsis
Ms. Leslie A. Neve
New Jersey Business &
Industry Assoc.
New Jersey Small Business
Development Center
Mr. Chandler D. Nims
Ms. Deborah R. Norkin
Mr. Dennis J. Nugent
Mr. Robert J. Oberlander, Jr.
Mr. Thomas M. O’Gorman
Mr. Michael T. O’Kane
Mr. Raymond H. Olinger
Ms. Carol A. Overcash
Mrs. Violeta Bermudez Pardo
Mr. Robert S. Paris
Mr. J. David Parkinson
Mr. Charles T. Parton
Mrs. Gertrude B. Parton
Mr. Lewis A. Patterson III
Mr. Richard E. Patton
Mrs. Joann Tanora Paupe
Mr. Brian Peoples
Mr. Satya M. Peri
Ms. Nadya A. Perry
Marvel S. Platoff Foundation
Mr. Richard B. Platoff
Mr. John C. Ponticello
PRSoft, Inc.
Mr. Babur Rafiq
Ms. Elizabeth L. Randall
Mr. Mark W. Ravera
Mr. Howard W. Ray
Reckitt Benckiser, PLC
Ms. Virginia R. Ritter
Mr. Daniel D. Robinson
Mr. Thomas J. Romeo
Mrs. Caroline Rosen
Mr. Daniel Rosen
Mr. Mark A. Ross
Ms. Elizabeth B. Roswell
Mr. Robert A. Roth
Mr. Howard V. Rothman
Mr. Peter N. Rudy
Mr. John C. Ruebush
Rutgers University Alumni
Federation
Mr. Christopher R. Ryan
Mr. Charles A. Sabino
Dr. Michael D. Santoro
Mr. Raymond F. Sasso
Ms. Latanya R. Savage
Mr. Robert G. Savage
Sax Macy Fromm & Co., PC
Mr. Edwin S. Schiffer
Mr. Lawrence C. Schlegel
Mr. Arthur J. Schmidt
Mr. Edwin J. Schnell, Jr.
Mr. Heinrich M. Schoening
Sealed Air Corp.
Mr. Roy W. Shear
Mr. John F. Silton
Mr. Richard E. Simon
Mr. Bryan J. Slotkin
Ms. Isabel H. Smith
Mr. Donald H. Snyder
Society of Financial Service
Professionals
Mr. Andrew Spellman
Ms. Patricia M. Steele
Mr. J. Dieter Stein
Mr. William L. Stenger, Jr.
Barbara B. Stern, Ph.D.
Mr. Jonathan Stern
Mr. Michael Stocker
Mr. Vishnu Swarup
Mrs. Elizabeth Symon
Mr. Alan T. Taber
Mr. David S. Talesnick
TD Waterhouse Investor
Services, Inc.
Mr. Nessim Tiano
Mr. Victor S. Traeger, C.P.A.
Mr. John E. Turton
Mr. Donald W. Van Hook
|
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Verizon
Mr. Mark R. Ward
Ms. Heather L. Weber
Mr. Marvin Wertheimer
West Pharmaceutical Services
Mr. Richard D. Whitehead
Ms. Robin L. Whitely
Mr. Allen Williams
Mr. James R. Williams
Ms. Eva M. Wisemark
WithumSmith + Brown
Mr. David W. Wohlfarth
Mr. Paul Yatcko
Mr. David Young IV
Mr. Eric T. Yu
$500-$999
Mr. Ronald G. Achter
Ms. Elizabeth Koch Adams
Mr. Joseph A. Adetayo
Mr. Rajendra Agarwal
Mr. John H. Ahrens
Ms. Catherine G. Allison
Ms. Lorraine A. Ambrosio
Mr. W. Robin Amesbury
Mr. Ronald D. Anderson
Mr. Edgar L. Andlauer
Mr. George E. Aninwene
Mr. Matthew W. Appel
Mr. Stephen V. Ardia
Mr. James L. Barbarito
Mr. Edward P. Barrett
Mr. James F. Begans
Mr. Karl A. Behrend
Mr. Alexander T. Beranek, Jr.
Mr. Elliot M. Berger
Ms. Jacqueline A. Bergman
Mr. Morton Berlan
Ms. Robin B. Berman
Ms. Jane Hooban Bird
Dr. David H. Blake
Mr. George G. Bloom
Blueberry Health, Inc.
Ms. Diana M. Bolick
Mr. Lawrence J. Bolick
Mr. Dennis M. Bone
Mr. John A. Boswick
Mr. Ward C. Bourn
Mr. William H. M. Branagan
Mr. Robert H. Brand
Robert A. Braunstein, M.D.
Mr. Arnold Brief
Ms. Linda Jackson Bright
Mr. Michal W. Bristol
Mr. John W. Browning
Mr. Anthony G. Brucha
Mr. David M. Bujese
Jeffrey H. Bunin, B.Ch.E., MBA
Mr. Francis Jack Byrnes
California Community
Foundation
Mr. Jack D. Cameron
Mr. Jorge L. Cardenas
Carol Realty and
Development Co.
Mr. Max Carratura
Mr. Robert J. Carroll
Mr. Thomas E. Carroll
Chase Manhattan Bank
Ms. Frances S. Chow
Ms. Lisa B. Cintron
Ms. Eileen J. Cleary
Ms. Laura A. Cohen
Mr. Joseph T. Columbo
Consumers Mortgage
Corporation
Mr. Hugh T. Conway
Mr. Edwin E. Cornell
Ms. Martha L. Cowles
Mr. William C. Craine
Mr. Edward J. Crowe
Mr. Thomas Cunningham
Mr. Neil W. Currie
Mr. Park S. Curry
Mr. Joseph S. Daurio
Davidson Brothers
Management Company, Inc.
Ms. Frances E. Davis
Mr. James R. Davis, Jr.
Ms. Patricia H. Deans
Mr. Glenn A. DeBlock
Mr. Deke A. Dening
Mr. Raymond V. DePillo
Ms. Natalie C. Devlin
Mr. William A. Diaz
Mr. Kenneth W. Dick
Professor Nancy DiTomaso
Mr. Joseph P. Donlan
Professor Deborah J.
Dougherty
Mr. John C. D’Urso
Dr. Hal Eastman
Mr. Henry H. Eng
Ms. Inkyung K. Englehart
Mr. Harry N. Epple
Ms. Maureen A. Erwin
Mr. Brian R. Fagen
Mr. William Y. Fellenberg
Mr. Robert L. Ferris, Jr.
Mr. Archibald Fort
Fortunoff, The Source
Ms. Kathryn L. Fredell
Mr. Robert P. Freeman
Mr. Harry B. Friggle
Mr. Alon N. Frumer
Mr. James J. Gallagher III
Mr. Dominick J. Genovese
Mr. Jay K. Ghosh
Mr. John M. Giacoppo
Mr. Elmer F. Gibbs
Mr. Ronald G. Glaessgen
Mr. Morton M. Goldberg
Stephen M. Golden, M.D.
Mr. Harvey L. Golubock
Mr. David Goodrich
Mr. Bernard M. Gordon
Mr. Gary W. Greendale
Mr. Richard J. Greisch
Mr. Donald Guerin, Jr.
Mr. Steven W. Hackett
Mr. Lester V. Hankes, Jr.
Mr. Paul W. Hansen
Ms. Marjorie J. Han-us
Mr. S. Philip Harris
Ms. Margaret DePodwin
Harwood
Ms. Leslie Hellenack
Mr. John P. Herndon
Mr. Erich H. Herz
Ms. Maureen Higgins
Mr. Frederick E. Hiller
Mr. George C. Hillman, Jr.
Professor L. Richard Hoffman
Mr. Francis E. Hoh
Mr. Harry E. Hooley, Jr.
Mr. Theodore Horoschak
Mr. Thomas Horton
Mr. Yuen T. Hsu
Mr. Kirk J. Hunt
Mr. Adenola A. Igun
Mr. Lothar Jacobsen
Mr. Clifford J. Jeger
Ms. Randi Jermansen
John Scherzo & Co.
Mr. Merrill Joslin, Jr.
Mr. John Kalamar
Ms. Cheryl M. Kallem
Kaltenbacher Family
Foundation, Inc.
Mr. Patrick E. Kaminski
Ms. Carol Kaplan
Seymour Katz, C.P.A.
Keefe, Bruyette & Woods, Inc.
Mr. Juri Keerdoja
Mr. James P. Kelly, Jr.
Mr. Robert M. Kelly, Jr.
Ms. Georgia Keresty
Mr. James M. Kiefer, Jr.
Mr. John G. Kimberlin
Ms. Dorothy S. King
Mr. William Kirschner
Mr. Raymond R. Klacik, Jr.
Richard S. Kleiman, M.D.
Ms. Thelma Klein
Mr. Jon I. Klippel
Mr. Alan S. Kluger
Mr. Warren M. Knight
Mr. Leonard M. Knudsen
Mr. John F. Kolibachuk
Mr. Henry Kopacki
Mr. Keith Korley
Mr. James C. Kort
Mr. Garry O. Kosteck
Mr. Steven F. Kovacs
Mr. Frank E. Kranetz
Mr. Aivars E. Krumins
Ms. Gail K. Kurz
Mr. Marek A. Kuzdra
Labchem, Inc.
Ms. Susan B. Lambeth
Mr. Marvin D. Lando
Mr. Frederick W. Lark
Mr. Robert M. Lear
Mr. Richard F. Leaver
Mr. Craig Lee
Mr. Joseph J. Lemanowicz
Mr. Joseph M. Leone
Dr. Roland Leong
Mr. Bruce R. Levin
Mr. Michael Levine
Mr. and Mrs. Louis E. Levy
Mr. Lyman R. Lewis
Mr. Martin E. Lewis
Mr. Robert F. Lewis II
Mr. Craig J. Little
Mr. Richard W. Locke
Ms. Jennifer C. Loftus
Mr. Ariel Lopez
Mr. Michael A. Lucia
Mr. John Robson Lutz
Ms. Sharon K. Lydon
Mr. Frederick A. Lynk III
Lyons Lavey Nickel Swift, Inc.
Mr. Mark Mactas
Ms. Emily H. Mahon
Mr. Theodore E. Makowski
Mr. Arthur E. Malcarney
Mr. Rocco Marotti, Jr.
Mr. Edward Jay Martin
Mr. Soichi Matsuno
Mr. Richard P. Mayer
Mr. Eric J. Mayerson
Ms. Kathy M. Mazewski
Ms. Nancy C. McAvey-Costello
Mr. Kenneth McCartney
Ms. Kelly A. McGuire
Mr. David J. McKittrick
Ms. Florence A. McLean
Ms. Fran Melton-Levine
Mr. Martin F. Mertz
Ms. Martha Reed Michelsen
Mr. Steven D. Miller
Ms. Mary Jane Milton
Mr. Richard V. Mingoia
Mr. Arnold A. Mirsky
Mr. Edwin J. Mitchell, Jr.
Ms. Margaret Monaghan
Moon Machinery Company
Ms. Fay E. Moore
Mr. Kevin M. Moriarty
Ms. Laurie R. Morison
Mr. James J. Mount
Mr. Wesley R. Moy
Mr. James L. Mullin
Mr. Glenn T. Murphy
Ms. Marilyn M. Murray
Ms. Carol W. Nasr
Mr. Robert G. Nelson
Ms. E. Rose Nestor
New England Financial of
North Jersey LLC
Mr. Thomas R. Newman
Mr. Leon A. Nolting
Mr. Donald K. O’Brien
Mr. Donald E. O’Connell
Mr. Jerry Oehm
Mr. George W. Olsen, Jr.
Mr. Martin F. O’Reilly
Mr. Joseph S. Ort
LIST OF DONORS
Ms. Kimberly A. Osborne
Dr. Michael S. Pagano
Mr. David D. Paich
Mr. George N. Papadakis
Mr. Harish C. Parekh
Ms. Susan E. Parent
Mr. William Parfitt, Jr.
Mr. John T. Parker, Jr.
Ms. Michele Case Pawlak
Mrs. Lisa M. Penza
Ms. Connie C. Perla
Mrs. Harriet PerlmutterPilchik
Mr. Richard Perna, Jr.
Ms. Sophia Petrou
Mr. Lawrence Petzing
Mr. David A. Pezzutti
Mr. Ludwig P. Pietz
Mrs. Belle Podems
Mr. Raymond A. Pruszkowski
Mr. Matthew R. Purcell
Mr. Anthony T. Rastelli
Mr. Lawrence J. Rehm
Mr. Douglas C. Reilly
Mr. Robert T. Reilly
Mrs. Judith Reiss
Dr. Norman Reitman
Mr. Gary J. Resnick
Mr. Michael K. Reyburn
Mr. Martin A. Reynolds
Mr. Saul I. Ring
Robert Rothberg and Joan
Rothberg Foundation
Robert Sellery Associates, LTD
Mr. Gregory C. Robinson
Mr. Gabriel Rodriguez
Mr. Frederick A. Roessle
Mr. John O. Rogers, Jr.
Mr. Jon Randy Rosen
Mr. Max S. Rosenblatt
Mrs. Joan Rothberg
Mr. Robert R. Rothberg
Ms. Melinda Luz Royall
Mr. Robert Rynkiewicz
Mr. Kenneth R. Saloway
Mr. Richard J. Salus
Mr. Perry Samuels
Mr. Eric F. Sannella
Mr. Steven B. Saperstein
Ms. Susan H. Schreiber
Mr. Leonard S. Schwartz
Mr. George Scott, Jr.
Mr. Robert A. Sellery, Jr.
Mr. Michael A. Semeraro, Jr.
Mr. Charles Senick III
Professor Philip C. Shaak
Mr. George M. Shackleton
Mr. Glenn D. Shaffer
Mr. Milan R. Shah
Mr. Nelson Shaw
Mr. Adam N. Sheiner
Shell Oil Company
Ms. Shannon M. Sheridan
Mr. Mikhail Shir
Mr. Peter W. Shoemaker
Mr. Nicholas Skimbo
Mr. Alexander Skorupsky
Mr. David N. Slater
Ms. Gail Slobodien
Mr. William B. Smith, Jr.
Snowden Publications, Inc.
Mr. Ed Snyder
Dr. Tae-Won Sohn
Mr. Noel A. Spillane
State Farm Companies
Foundation
Mr. Robert P. Statile
Mr. Terence A. Stevick
Ms. Cynthia B. Stone
Mr. Kevin P. Sullivan
Ms. Lael G. Summer
Mr. Charles J. Supko
Mr. Andrew G. Trackenberg
Mr. John C. Trimble
Mr. Gerald N. Tuch
Mrs. Marlene Martin Tuch
Mr. Michael R. Tuosto
Mr. Eric J. Tveter
United Way of Tri-State
Venture Assistance
Verizon Network Integration
The Videre Foundation, Inc.
Mr. Michael J. Viera
Villa Enterprises Management
Limited, Inc.
Ms. Julia A. Warren
Mr. George T. Washburn
Mr. Terence J. Wassum
Ms. Sara H. Waters
Mr. Donald P. Weber
Mr. William A. Welcher
Mr. Perry L. Wheaton
Mr. Richard A. White
Mr. Eckart C. Wieske
Mr. Leroy J. Wilde
Mr. Thurland T. Wilkinson
William H. Yeomans, Inc.
Mr. A. Douglas Woelfel
Mr. Michael S. Wolff
Ms. Rachel S. Wong
Mr. Thomas L. Woodward
Mr. Marshall H. Wright
Dr. David A. Yamoah
Mr. Vincent J. Yannuzzi
Mr. Michael C. Yeager
Mr. Anthony J. Yim
Sidney J. Zimmy, Esq.
$250-$499
Ms. Beata J. Abbs
Ms. Gay L. Adams
Mr. Richard P. Adams
Mrs. Carole B. Addison
Alai Associates
Mr. George James Alai
Ms. Aslihan Arikan Anda
Mr. Raffaele W. Annonio
Mr. Loren S. Archibald
Mr. Andrew B. Auerbach
Mr. Warren D. Bagatelle
Ms. Lillian M. Bahamonde
Mr. Michael F. Ballanco
Mr. James W. Bancker, Jr.
Ms. Susan E. Barkalow
Ms. Carol E. Barker
Ms. Petra R. Barone
Mr. Harry C. Becker
Ms. Myrtha P. Becker
Mr. John F. Beckmann
Ms. Diane R. Behrens
Mr. Otto K. Behrens, Jr.
Mr. David A. Berkman
Mr. Nazmuddin Bhimji
Mr. Mitchell Andrew Billek
Mr. Paul D. Bisio
Mr. Stephen G. Bond-Nelson
Mr. Peter B. Bornholm
Ms. Nancy Brady
Mr. Steven J. Braynock
Mr. John D. Brefach
Mr. Ronald Alfred Brickett
Mr. Louis Brief
Mr. Raymond J. Brienza
Mr. Ronald G. Brodeur
Mr. Colin MacLeod Brown
Mr. Marvin Burock
Mr. Robert J. Butvilla
Mr. Robert M. Byrne
Mr. Robert S. Caldwell
Mr. Fernando M. Camacho
Mr. Thomas L. Cambria
Mr. Nicholas Y. Campbell
Mr. Cosimo Cancelliere
Ms. Rochelle L. Capule
Mr. Richard P. Carlson
Dr. J. Douglas Carroll
Dr. James J. Carroll, CPA
Mr. Richard C. Carter
Mr. Daniel P. Cary
Mr. Robert W. Cassaday, Jr.
Mr. Raymond A. Cassetta
Professor Mark Castelino
Mr. John B. Caswell
Mr. David V. Cavagnero
Mr. Robert H. Chankalian, Jr.
Ms. Cheryl C. Chapman
Mr. James A. Chapman
Mr. Frederick Chen
Mr. Jeffrey A. Cherchia
Dr. Edward W. Christensen
Mr. Allan J. Clelland
Ms. Geraldine E. Clifford
Ms. Monique R. Coates
Mr. Albert E. Cook, Jr.
Ms. Laura J. Coppola
Ms. Anna L. Crino
Ms. Margaret F. Crowe
Ms. Sandra Cupac
Mr. John M. Cuprzinski
Ms. Gail A. Davis
Mr. John F. Davis, Jr.
Mr. Thomas S. Davis
Ms. Gilda De Mayo De Samek
Mr. Patrick E. Dean
The De’Gater Foundation
Mr. Anthony DeGregorio
Ronald DeMaria, Esq.
Mr. Clifford M. Denker
Mr. Aris D. Despo
Ms. Kathy E. Dettloff
Mr. James J. Devine
Mr. John F. Devlin, Jr.
Ms. Linda J. DeWitt
Mr. George H. Dickert
Mr. Walter J. DiGiusto
Mr. John R. Dilyard
Mr. Charles Leonard Doktor
Mr. Alfredo H. Dores
Mr. R. Gregory Douglas
Dover Fund, Inc.
Dow Jones & Company, Inc.
Mr. Edmund R. Drosdick
Ms. Coleen A. Drucker
Mr. Burton C. Dukes, C.P.A.
Ms. Joan M. D’Uva
Mr. Robert E. Dyke
Mr. Gerald N. Eckstein
Mr. Barry M. Edelman
Ms. Andrea L. Eisenson
Ms. Joan E. Ellen
Endowment Foundation of
North Jersey and Ms.
Elizabeth Ann English
Mr. Robert F. Eydt
Dr. Timothy G. Fawcett
Mr. Philip Feldmesser
Mr. Anthony C. Ferreri
Mr. Anthony A. Festa
Mr. William A. Finelli
Mr. Kerry Brian Flowers
Ms. Jacquelyn Freedman
Mr. David C. Freeland
Mrs. Joan Fromm
Ms. Peggy A. Fujimoto
Mr. Joseph M. Gadino
Mr. Geoffrey P. Gaebe, Sr.
Mr. Henry E. Gaillard, Jr.
Mr. David H. Gaither
Ms. Amy P. Gallagher, C.P.A.
Ms. Alice Gatti
Mr. Jack J. Giordano
Vincent J. Giovinazzo, Ph.D.
Mr. Frank L. Glien, Jr.
Mr. Irwin Goldman
Mr. Robert D. Goldy
Dr. Leonard Goodman
Mrs. Olivia T. Goodman
Mr. Alan G. Gordon
Ms. Rita Gotfried
Mr. Paul H. Grajek
Ms. Janet E. Gregorovic
Mr. Keith A. Grover
Mr. Robert J. Guarnieri
Mr. Eric J. Gulotta
Mr. Nitin M. Gupta
Joseph N. Guterl, Esq.
Ms. Deborah L. HamiltonManz
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Mr. Todd W. Hanus
Ms. Sandra L. Harris
Miss Valerie E. Harris
Mr. Alfred J. Hart
Mr. Kenneth Hartsaw
Mr. Glenn H. Hascher
Mr. Joseph Hauser
Mr. Kenneth A. Heaslip, C.P.A.
Mr. Kenneth E. Heberer
Mr. David Hein
Ms. Martha A. Heinze
Ms. Sandra Henry-Soltau
Ms. Jaclyn M. Herzlinger
Mr. Richard M. Hildreth
Mr. Mark J. Hirschhorn
Mr. Frederick W. Hoag, Jr.
Ms. Kimberly J. Hoey
Mr. Woodrow C. Holmes
Ms. Elsa L. Honma
Mr. Timothy F. Horgan
Mr. William A. Howe
Mr. Peter B. Hughes
Human Services Consultants
Mr. Emmanuel Ibrahim
Mr. Gabriel Jacinto
Mr. William Jacobs
Mr. Philippe C. Jakimowicz
Mr. Edwin W. Jamieson, Jr.
Ms. Cecelia Jankowski
Mr. James L. Jarvis
Mr. Robert K. Jaworski
Mr. Mark A. Jennings
John Scherzo & Company
Ms. Rosalyn Johnson
Ms. Vanessa B. Johnson
Mr. Tiby Joseph
Mr. Barry Karafin
Mr. Ralph O. Kaufman, Jr.
Mr. Michael J. Kawas
Mr. Richard W. Keelty
Ms. Virginia L. Keith
Mrs. Carol Jeanne Kelleher
Mr. Kevin M. Kelleher
Ms. Kathleen V. Kelly
Lewis Kerman, Esq.
Mr. Jon R. Kettenring
Mrs. Patricia F. Kettenring
Mr. Manish J. Khadepau
Mrs. Melinda M. Kirby
Mr. Edward M. Kirchgessner
Ms. Harriet S. Kirschner
Mr. Marvin L. Klein
Mr. Jeffrey S. Koblenz
Edward Thomas Kolb, Esq.
Mr. Brian L. Kolber
Mr. John W. Kondracki
Mr. George H. Kumler
Ms. Kyoko Kurosawa
Ms. Hilary Kurzer
Mr. Robert A. Ladig
Mr. Robert W. Landley
Mr. Joseph T. LaPaglia
Mr. Richard A. Laporte
Mrs. Judy Latinsky
Mr. Johnnie Lawrence, Jr.
Mr. Odell Lee, Jr.
Mr. David Lejfer
Mr. Raymond C. Lender
Ms. Grace T. Leong
Dr. Sanjay H. Lillaney
Mr. Clifford F. Lindholm III
Ms. Maureen M. Locke
Mr. Herbert A. Lovit
Ms. Daria M. MacDonald
Mr. Edward V. Mahon
Mr. Carlos M. Maldonado
Mr. Anthony M. Mankus
Ms. Mary E. Marsjanik
Mr. Russell C. Mass
Mr. Clifford M. Mastrangelo
Mrs. Nancy McCorry
Mr. Paul J. McDonald
Mrs. Elsie McGordy
Mr. James M. McGrath
Ms. M. Kathleen McGuire
Mr. J. Cronin McTigue
Omotayo F. Mebude, Esq.
Mega Concentrate, LLC
Ms. Joyce Gail Mendelsohn
Merrill Lynch & Co., Inc.
Merrill Lynch, Pierce, Fenner &
Smith, Inc.
Mr. David K. Metzler
Mr. Barry A. Meyers
Ms. Alyson B. Miller
Mr. John M. Mills
Mr. Theodore W. Millspaugh, Jr.
Mindworks II, Inc.
Mr. John E. Mintz
Mr. Omieri E. Mitoko
Mr. Walter A. Molawka, Jr.
Mr. David T. Molowa
Ms. Heidi A. Fleischer Moltner
Mr. David G. Moran
Mr. John J. Morreale
Mr. Andrew W. Moss
Mr. David W. Muha
Mr. Leni N. Muscarella
Ms. Mary Anne Muslovski
National Philanthropic
Trust, Inc.
Mr. Lawrence Neceskas
Mrs. Arlene M. Neivert
Barbara K. Newman, Esq.
Ms. Chau Nguyen
Ms. Carol L. Nicolai
Mr. Alan A. Nicoll, C.P.A.
Niksun, Ltd.
Mr. Scott A. Norwell
Mr. Norman E. Oakley
Mrs. Rosemary O’Brien
Mr. Stephen M. O’Brien
Mr. James C. O’Connell
Mrs. Margaret A. O’Connor,
C.P.A.
Mr. Barry J. O’Donnell
Ms. Beverly G. O’Grady
Dr. Christian U. Ohaeri
Ms. Ann C. Olsen
Ms. Alexandra Ong
Ms. Gretchen Marie Opicka
Mrs. Pamela A. Orel
Mr. James A. O’Rourke
Mr. Luther B. Orr
Mr. Richard John Orr
Mr. George T. O’Shaughnessy, Jr.
Mr. Oded Palmon
Mr. Alan Gribben Parke
Mr. Hitesh R. Patel
Mr. Douglas J. Peebles
Mr. Dennis R. Peoples, Sr.
Mr. John Peoples
Mr. Robert H. Petersen
Ms. Sarah R. Petit
Ms. Catherine M. Petrello
Miss Grace A. Petrone
Ms. Leslie Jean Weaver Petzing
Mr. Donald M. Phillips
The Pietz Family Living Trust
Dr. Michael A. Pilla
Mr. Frederick J. Pinkney
Mr. Frank J. Pinon
Mr. Robert H. Podems
Mr. Norman J. Politziner
Ms. Kathleen T. Quinn
Mr. Richard J. Raczynski
Mr. Ernest A. Rall
Ms. Catherine C. Randazzo
Mr. Roderick Reber, Jr.
Mr. Richard C. Reilly
Mr. Doug Reinstein
Mr. Andrew M. Repoza
Miss Nadine E. Resnick
Ms. Hyona Revere
Mr. Craig A. Richmond
Mr. Steven J. Riecker
Mr. Louis W. Rissland
Mr. George H. Rittersbach
Mr. Robert L. Rivers
Mr. Grant A. Robbennolt
Dr. Elizabeth Roberts
Mr. Randall R. Roberts
Mr. James P. Robinson
Mr. Richard J. Robinson
Dr. Joel J. Rock
Mr. Frederick J. Roe
Mr. Stanley P. Rogacki
Mr. Thomas E. Rollins
Mr. Robert C. Rosenberg
Mr. Andrew J. Roth
Mr. Richard C. Rumsey
Ms. Laura Menza Rutkin
Mrs. Kimberly A. San Fillippo
Mr. Michael L. Sanyour, Jr.
Mr. Robert S. Sasala
Mr. Robert M. Saunders
Mr. Irving Scheps
Mr. Robert P. Schmidt, Jr.
Mr. Jules L. Schneider
Ms. Sara E. Schneider
Mr. David Schneiderman
Mr. William Schoenhut, Jr.
Mr. George A. Schuetz, Jr.
Mrs. Norma A. Schulze
Mr. Scott Sedlazek
Dr. Martin B. Selzer
Mr. Irving S. Shaffer
Mr. John A. Shapanus
Samuel J. Sirota, Esq.
Mr. Richard M. Skolits
Mr. Stanley Thomas Skuta
Mr. Howard L. Smith, Jr.
Mr. Robert Gorman Smith
Robert A. Sochor, Esq.
Amy H. Soled, Esq.
Professor Jay A. Soled
Dr. Venkataramaniah Srinivasa
Mr. Michael R. Stack
James E. Stahl, Esq.
Mr. Isaac R. States
Ms. Seena D. Stein
Mr. Harold I. Steinberg
Mr. Russell L. Stephan
Dr. Philip E. Stevenson
Mr. Donald C. Stracke
Mr. Robert J. Stratton
Mr. Fred Strauss
Mr. James M. Sturdevant
Mr. William M. Sutphen
Ms. Clementine B. Tabor
Mr. Francis Tabor
Mr. Loren T. Taylor
Mr. Milton Teltser
Mr. Harry W. Tenney, Jr.
Mr. Peter M. Tevebaugh
Mr. Carl H. Thieme
Mr. Richard E. Thompson
Ms. Bernadette B. Tiernan
Mr. Michael H. Tomasco
Michael Toscano, C.P.A.
Mr. Louis Trentacoste, Jr.
Mr. Richard F. Tushingham
Mr. Herbert Tuteur
Mr. Russel Uhrenholdt
United Way of Central Jersey,
Inc.
Mr. Joseph J. Urbanczyk
Mr. Richard F. Valera
Mr. Thomas Valva
Ms. Susan M. Van Ackooy
Mr. Roger E. Van Ausdal
Mr. Frederick W. Van Ness
Ms. Joselynn D. Van Siclen
Mr. Frank L. Verde
Ms. Carol M. Vilsack
Mr. Joseph M. Vislocky
Mr. Philip Walguarnery
Mr. Paul S. Walstad
Mr. Norman M. Wellen
Mr. Roger Wellington, Jr., C.P.A.
Mr. Thomas B. White
Mr. John Wilcha
Mrs. Patricia Wilcha
Mr. Richard D. Wilson
Ms. Wendy P. Wilson
Mr. Gerald Woulfin
Mr. Stephen L. Wright
Mr. Robert E. Ziemba, Jr.
LIST OF DONORS
Up to $249
Ms. Lauren S. Aaron
Mr. Jerome L. Ablon
Mr. Elchanan Abramowitz
Ms. Lisa Abramson
Mr. John David Accardi
Professor Grant R. Ackerman
Jacqueline Adams
Agents Advantage, Inc.
Mr. Richard D. Aginian
Mr. Stephen E. Albrecht
Mr. Steven Albrecht
Mr. George N. Alexiades
Mr. Mehmet Alkan
Mr. Srinivas Alladi
Mr. Jacques W. F. Allen
Ms. Jeanne M. Allen
Mr. Antonio P. Almeida
Mr. Frederick C. Althen
Ms. Diane L. Altmix
Mr. David J. Alverson
Mr. Michael F. Ambrose
Ms. Tracey M. Ambrose
Ambrosio Group, LLC
Mr. Rami M. Ammari
Ms. Anne G. Ammons
Ms. Robin B. Amster
Ms. Amy J. Anderson
Mr. Donald F. Anderson
Mr. Jeffrey M. Anderson
The Andersson Group
Mr. Mario F. Andrade
Andrews & Associates, Inc.
Mr. Dwight L. Andrews
Mr. Gary A. Angyal
Mr. Joel B. Anker
Mr. Thomas J. Appicelli
Mr. Franklin A. Applegate
Mr. Michael F. Applegate
Mr. Phipps Arabie
Mr. Michael N. Arlea
Ms. Karen S. Armstrong
Mr. Eric L. Asbeck
Mr. John J. Askin
Ms. Ronnie B. Astor
Ms. Peggy A. Austin
Mr. Anthony M. Azevedo
Mr. Jay M. Babich
Ms. Fawn B. Baird
Mr. Harry J. Baird
Mr. Robert F. Baker
Mr. Russell G. Baker
Mr. Stephen D. Baksa
Ms. Rebecca M. Baldino
Thomas J. Balkan, Esq.
Mr. Paul J. Ballantine
Mr. John Wright Ballard III
Mr. Timothy A. Ballesteros
Mr. Malay Bansal
Ms. Daniel Bar
Jerald D. Baranoff, Esq.
Ms. Corinne Kahn Baratta
Mr. Leonard R. Barbato
Mr. Ziad E. Barghash
Mr. Taposh Bari
Mr. John F. Barna
Mr. Michael R. Baron, Sr.
Dr. Morton L. Barr
Ms. Kathleen M. Barrese
Ms. Laura A. Bartels
Mr. John Basalyga
Mr. Guyora Bashi
Mr. Raymond Bateman
Ms. Angela L. Batson
Ms. Lorena Battaglia
Ms. Sue Battig
Mrs. Anita V. Baxter
Mr. Stephen L. Beal
Mr. David D. Beard
Ms. Lois Platz Beck
Mr. Gregory A. Bedard
Ms. Patricia F. Beer
Mr. Harry Patrick Befumo
Ms. Heather Behal
Mr. Christopher A. Behnke
Mr. Raymond W. Behrens
Mr. Thomas C. Beitel
Mr. Robert Bellasalma
Mr. Aaron J. Bellish
Ms. Milca Beltre
Ms. Ann M. Belzner
Ms. Raquel Benbunan
Mr. Peter Folger Benedict
Benedict-Miller Foundation
Benefit Options Resource
Mrs. Gladys Berger
Mrs. Heather L. Berger
Mr. Joseph E. Berger, Jr.
Mr. Benjamin S. Bergman
Mr. Jacob Bergman
Mr. William E. Bergtold
Ms. Marjorie S. Berk
Mr. Stanley M. Berk
Mr. Max H. Berlin
Mr. Daniel A. Berman
Mr. Scott J. Berns
Sidney J. Bernstein, Esq.
Mr. Joel N. Berry
Mr. Patrick Kevin Berry
Barry M. Bertiger, C.P.A.
Mr. and Mrs. Jerrold Bertner
Ms. Ellen M. Bezpa
Mr. Satish S. Bhalerao
Mr. Pratapsingh U. Bhatt
Mr. Rohit N. Bhatt
Mrs. Julie Bhimji
Meyer A. Biddelman, C.P.A.
Mr. Edward M. Bien
Bike & Fitness Co., Inc.
Mr. Leonard G. Birnbaum
Mr. Louis Bisgay
Mr. Chris M. Bishop
Mr. James B. Bishop
Ms. Nykema N. Bishop
Mr. Allen E. Black
Ms. Kathryn A. Blackstone
Professor David W. Blakeslee
Ms. Linda K. Blazier
Ms. Lisa F. Blocher
Dr. Fred Block
Mr. Edward L. Bloomer
Ms. Lydia O. Boakye
Ms. Janet Bober
Mr. Edward F. Bock
Mr. John P. Bodmer
Mr. Erik M. Bodow
Mr. Kenneth I. Bonn
Mr. Robert G. Bonstein, Jr.
Mr. Aaron R. Bookman
Mr. Leonard C. Bopf
Mr. James Sutphen Bowers
Ms. Marta L. Boyer
Mrs. Emilie M. Bradley
Mr. William P. Bradley, Jr.
Ms. Alexandra Bradshaw
Ms. Deirdre G. Bradway
Ms. M. Carole Brady
Mr. Richard P. Brady
Mr. Floyd H. Bragg
Mr. Ronald E. Brandt
Mr. Henry M. Brasch, C.P.A.
Mr. David H. Brask
Mr. Scott J. Brecker
Ms. Deborah R. Breien
Mrs. Kathleen Smith Breiten
Mr. Eric P. Breitweiser
Ms. Nancy L. Breitweiser
Ms. Patricia R. Bremer
Mr. Timothy A. Brennan
Mr. William T. Brennan
Mr. Richard Craig Brief
Mrs. Una M. Brienza
Ms. Madeline Roizman
Britman
Mr. Gregory C. Britton
Mr. James W. Brockardt
Mr. Donald Brodie
Mr. David L. Brooks
Brooks Promotions
Mr. Edward C. Brown
Mr. Bernhard F. Bruder
Mr. John C. Brulato
Dr. Thomas A. Brunell
Mr. Brian J. Bruno
Mr. Michael E. Bruno
Mr. Joseph C. Bucci
Mr. William C.R. Budd
Ms. Patricia Farrell Bueb
Mr. Bruce Harold Buening
Mr. William Buffalino
Bunin Management Advisors,
LLC
Mrs. Willa R. Bunker
Mr. David J. Burke
Ms. Ellen S. Burke
Mr. Francis J. Burke
Mrs. Lee Ann Burke
Ms. Mary K. Burke-Brown
Mr. Shaun Burrell
Mr. Miroslaw Burzynski
Mr. Robert F. Bush
Mr. Robert G. Busse
Ms. Denise Butvilla
Mr. Homi Byramji
Mr. Albert J. Calabrese
Mr. Michael Calabrese
Mr. Guy Calcerano
Ms. Robin A. Callaghan
Ms. Kristen H. Callahan
Mrs. Tara Campbell
Mr. W. Robert Campbell
Mr. Chris Campos
Ms. Hilda Canas
Ms. Barbara Canfield
Mr. Steven Caniano
Mr. John A. Cannilla
Mr. Harry A. Capers, Jr., P.E.
Mrs. Jean Ann Capozzi
Mr. John J. Capozzi
Mr. Michael J. Caravello
Mr. James H. Carberry III
Mr. Steven D. Caretsky
Mr. Vincent M. Carini
Mr. William A. Carnegie
Mr. Anthony Carnevale
Mr. Craig S. Carnevale
Mr. John V. Carney
Dr. Dodd S. Carr
Carrier Corporation
Sylvia B. Carroll
Ms. Kathleen Anne Carson
Mr. Robert C. Carter
Mr. Edward S. Cartier
Mr. Alex Carvellas
Ms. Viannette C. Carvellas
Mr. Lance J. Caspersen
Mr. Peter E. Castellano, Esq.
Mrs. Karen M. Castor
Captain Louis A. Cavaliere,
U.S.N.R.
Arthur B. Ceconi, Jr., Esq.
Mr. Patrick A. Cefalo
Century Small Business
Solutions
Mr. Angelo C. Certo
Mr. Alexander D. Ceruzzi
Ms. Iveth M. Cestona
Ms. Debra Challoner
Mr. Carlton J. Chambliss
Ms. Melanie Sulzman Chan
Ms. Susan Chan
Mr. Raymond J. Chaneski
Mr. James S. Chardos
Ms. Deborah T. Charles
Mr. Richard T. Charles
Charles W. Dickerson
Accounting Services
Mr. David S. Charney
Mr. Vishal S. Chawla
Dr. Chao-Chuan Chen
Mr. Chun Nan Chen
Mr. Liangzhong Chen
Mr. Paul Chen
Ms. Tammy L. Cheney
Mr. Daniel H. Cheng
Mr. Bernard Chetkin
Ms. Eleanor A. Chichioco
Ms. Prabha Chidambaran
Mr. Fred E. Chilkowitz
Ms. Melissa Chiu
Mr. Seung A. Cho
Ms. Shu-Hua Chou
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Ms. Alice Christathakis
Mr. H. Alan Christenson
Ms. Elizabeth S. Christian
Mr. Chun-Young Chu
Ms. Kara D. Chubrik
Mr. Richard H. Chun
Mr. Raymond Joe-Yee Chung
Mr. Michael S. Chunko
Mr. Kenneth L. Chute
Mr. Dominic Ciabattari
Ciba Specialty Chemicals
Corp.
Mr. David A. Cicalese
Mr. Angelo R. Ciccone, Jr.
Mr. John J. Cicconi, Jr.
Citicorp/Citibank, N.A.
Mr. Thomas E. Clancy
Ms. Jennifer M. Clark
Mr. Kenneth Clark
Mr. Leo G. Clarke III
Mr. Guy L. Clemente
Mr. Stephen H. Clevett
Ms. Anne D. Clewell
Ms. Mary Ann C. Closterman
Mr. Sean P. Coakley
Mr. Andrew M. Cobb
Ms. Sharon A. Cochran
Mr. Ted M. Cockram
Ms. Lisa S. Coderre
Mr. Shawn P. Cody
Ms. Jeremia L. Cognetta
Mr. David A. Cohen
Mr. Howard Cohen
Ms. Maxine Cohen
Mr. Ryan Cole
Mr. Harold V. Coleman
Ms. Victoria L Collier
Mr. George Collins
Columbine Property
Management
Mr. Joseph Columbo
Ms. Cynthia L. Colvin
Mr. Roy E. Combs
Mr. Dennis J. Conlon
Ms. Susan B. Conlon
Mr. Kevin E. Connolly
Constellation Capital Corp.
Continental-Aero
Mr. Edward N. Cooper
Mr. Garry D. Cooper
Mr. Jesse H. Cooper
Mr. Robert Wendell Copp
Ms. Linda Mae Coppa
Mr. Stephen T. Corby
Mr. Mark F. Corgan
Mr. Mario Cornacchia
Ms. Alison A. Cornell
Mr. Michael J. Cornetto
Ms. Katherine M. Corr
Richard F. Corsetto, Esq.
Mr. Frank A. Corso, Jr.
Mr. Joseph J. Cortese
Mr. Allan J. Costantin
Mr. Kevin L. Costello
Dr. Marie L. Cote
Mr. Christopher W. Cotnoir
Ms. Theresa A. Cotter
Couse & Bolten Co. Belting &
Hose
Mr. Edgar Coussette
Ms. Carol D. Cowley
Mr. Jeffrey C. Cramer
Mr. Peter J. Crerand, Jr.
Ms. Frances J. Crocco
Ms. Elizabeth G. Croft
Ms. Lisa R. Cronin
Ms. Sharon R. Cross
Crown Travel Service, Ltd.
Mr. Ervin Cruce
Mr. Hernando V. Cruz
Mr. John R. Csatlos
Mr. Raymond Cuneo, Jr., C.P.A.
Mr. David E. Cuozzo, Jr.
Ms. Deana T. Curcione
Mr. James G. Cusson
Mr. Martin Joel Cutler
D. Cohen Associates, Inc.
D.A.L.S., Inc.
Mr. Alan E. Dages
Mr. Zhisheng Dai
Mr. Lyman Dally
Ms. Shardona Daneshvari
Dr. Carter A. Daniel
Mr. Craig C. Daniels
Ms. Michele C. Dannatt
Mr. Francis Dascoli
Mr. Kiran M. Dasgupta
Dr. Joseph F. Dash
Ms. Maria DaSilva
Ms. Rose S. DaSilva
Mr. Deepak A. Daswani
Mr. Y. Douglas Davidian
Ms. Elisa S. De Jesus
Ms. Deborah J. DeBourg-Brown
Ms. Katherine J. Decker
Mr. Alfred Bart DeFuria-Yanni
Mrs. Adria L. DeGregorio
Ms. Maria E. Deisasi
Mr. Jose Claudio del Castillo
Ms. Andrea L. Del Grosso
Ms. Jennilee A. DeLeon
Mr. Christopher B. Dell
Mr. Donald Paul DeLuca
Mr. Richard J. DeMarco
Mr. Robert J. D’emilio-Van Liere
Mr. Thomas J. Dempsey
Mr. Kirk R. DeNee
Mrs. Roberta Dening
Ms. Linda M. Denivo
Ms. Sylvia J. Dennison
Mr. Steven Charles DeRienzo
Mr. Rohitkumar N. Desai
Ms. Ishita Deshmukh
Mr. Joseph Desmond
Mr. Stephen G. DeTommaso
Mr. Frank Devito
Mr. Anuj Dhanda
Mr. Louis C. Diani
Mr. David F. Dias
Mr. Charles W. Dickerson
Mr. Roy M. Dickinson
Mr. F. Lawrence Dickt
Mr. Stephen J. DiPaolo
Mr. Patrick J. DiSanto
Mr. Robert W. Dodds
Mr. David P. Doelger
Mr. Philip H. Dohn, Jr.
Mr. Joseph P. Dolan
Ellen L. Dollard
Mr. David Martin Dondershine
Ms. Ellen Donnelly
Ms. Virginia A. Doren
Mr. W. Jay Dorn
Mr. James F. Dougherty, Jr.
Ms. Lynne M. Douglas
The Dow Chemical Company
Ms. Barbara Lyn Dowd
Mr. Edward J. Dowling
Theodore and Nancy DownesLe Guin
Judith Drasin, Esq.
Mr. George Drelich
Mr. John M. Drennan
Professor James V. Drew
Mr. Robert L. Dreyfus
Mr. Edward J. Dubiel, Sr.
Ms. Jennifer Sharp Dudley
Mr. Robert B. Duncan
Mr. Michael J. Dunleavy
Mr. Peter J. Dunn
Mr. Cameron S. Dunnan
Mrs. Ruth E. Dunnan
Mr. Nicholas F. Durante
Ms. Janet W. Dwork
E.T. Consulting
Mr. Dennis C. Earle
Mrs. Elizabeth Earle-Wolff
Mr. Charles C. Easton III
Mr. Carl H. Eckert
Ms. Grace Edelstein
Edgerton Enterprises, Inc.
Mr. Paul T. Edgerton
Mr. Robert M. Edwards
Ms. Stacia M. Edwards
Ms. Erika L. Egan
Ms. Roberta A. Eggert
Ms. Sandra H. Egizi
Dr. Jerry S. Ehrlich
Ms. Robin A. Ehrlich
Mr. Michael R. Ehrmann
Mr. Henry E. Elkhoury
Ms. Jill A. Ellermeyer
Mr. Edward G. Ellis
Mr. William W. Ellis, C.M.A.
Ms. Kristi A. Ellsworth
Mr. Wael M. El-Nagar
Mr. Barry D. Emin
Mr. Herman K. Eng
Mr. Leo Eng
Mr. William S. England
Paul J. Englert
Ms. Christine A. English
Ms. Lori A. Eppel
Mr. Edward M. Epstein
Mr. Thomas E. Ercolano
Eric A. Beck and Associates,
Inc.
Ms. Mary Eriksson
Mr. Paul V. Esposito
Mr. Ivan A. Estrada
Exxon Mobil Corporation
Ms. Anna B. Ezrokhi
Fabulous Handprints, Inc.
Mr. William H. Faetz
Mr. William F. Faherty, Jr.
Ms. Debra L. Faigen
Ms. Laura D. Falk
Mr. L. Joseph Fallon
Mr. John J. Farmer
Mr. Gregory D. Farrell
Ms. Raquel J. Fasciani
Mr. Jeffrey M. Fass
Mr. Patrick M. Faughnan
Mr. Robert J. Fechter
Mr. Gregory E. Feder
The Honorable Julius A.
Feinberg
Mr. Mark A. Feinberg, C.P.A.
Mr. Matthew Feiner
Ms. Wendy Feiner
Mr. Charles A. Feitner
Mr. Gerald R. Feldman
Mr. Steven Eric Feldman
Ms. Susan A. Feldman
Mr. Ihor W. Ferencevych
Mr. Frank Ferrandino
Mr. David A. Ferrante
Mr. Johan A. Ferreira
Ms. Lisa A. Ferrigno
Mr. R. William Ferris
Ms. Debra Lee Fey
Ms. Danielle Fidurski
Ms. Anne M. Fifick
Mr. Felismino A. Figueira
Mr. Robert J. Fillinich
Mr. James G. Finfinis
Miriam Fink
Mr. Steven H. Fink
Mr. Robert E. Fiorentino
Mr. Sanford Firsichbaum
Ms. Brenda J. Fischer
Mr. Aharon A. Fischman
Mr. Stephen F. Fisher
Mr. Ronald B. Fishman
Ms. Patricia A. Fitton
Mr. Kevin F. Fitzgibbon
Mr. Michael H. Fleischner
Ms. Eileen Flora
Ms. Martha A. Flynn
Mr. Timothy Paul Foley
Mr. Michael Thomas Folkman
Mr. Raymond S. Folkman
Mr. Gregory J. Forbes
Mr. Christopher R. Ford
Mr. Thomas M. Ford, Jr.
Ms. Beth R. Forman
Mr. Michael A. Fortunato
Foster-Orben Charitable Trust
Ms. Heidi E. Fox
Mr. Neil A. Fox
LIST OF DONORS
Ms. Lisa F. Fraites-Dworkin
Mr. Derven P. Francis
Mr. Louis J. Francis
Mr. William H. Francisco
Mr. Joseph H. Frank
Ms. Donna L. Franklin
Mr. Robert A. Franks
Ms. Tirza R. Freeman
Ms. Susan M. Freese
Ms. Janet Fiedler French
Mr. Alexander D. Fried
Mr. Allan Jay Frischman
Ms. Roberta Frishman
Mr. Jerome S. Frommer
Ms. Jill Anne Frost
Mr. John A. Frost, Jr.
Ms. Georgiana I. Frostick
Fully Awake, Inc.
Ms. Helen Fung
Mr. Ralph A. Fylstra
Marcia and Charles Gabbe
Dr. Sandra Gabriel
Mr. Peter Gadek
Mr. Christopher G. Gaeta
Mr. Krzysztof J. Gajda
Ms. Kathy Galanty
Mr. Bart P. Galella
Ms. Francis W. Gallent
Mr. John W. Galuchie
Mr. Alejo Gamolo
Ms. Asuncion Gamolo
Mr. Dennis P. Gannon
Mr. William N. Garbarini
Ms. Marie E. Garbin
Ms. Nury M. Garcia
Mr. Thomas P. Garrihy
Ms. Catherine E. Garrity
Mr. Matthew Garson
Mr. P. Fredric Gastrock
Mr. James M. Gavigan
Mr. Kodzo Gbewonyo
Mr. Adam George Gebauer
Ms. Julie A. Geffke
Mr. Harry L. Gelman
Mr. Richard J. Gelmetti
Mrs. Michele A. Gementgis
Mr. John C. General
Mr. Richard A. George
Professor Varghese P. George
Ms. Roksolana T. Geramita
Ms. Ilene M. Gerber
Mr. Michael Germinario
Dr. Geetha R. Ghai
Mrs. Marcy C. Ghirardi
Ms. Anne M. Ghosh
Mr. Ronald W. Giaconia
Mr. Harry E. Giberson
Ms. Sharon Gifford
Mr. George Gilbert
Mr. G. Bruce Gillie
Mr. Ronald F. Gilrain
Mr. Thomas H. Glanfield
Mr. Russell J. Glapion
Mr. Andrew R. Glassman
Alfred W. Glauner, Esq.
Ms. Ann M. Glendenning
Mr. Donald A. Glendenning
Ms. Marivic Go
Mr. Earl R. Gochey
Mr. David Lee Godfrey
Mr. Barry G. Goldberg
Mr. David Goldberg
Mr. Mannie Goldberg
Ms. Belle Goldklang
Mr. Michael Goldman
Stanley D. Goldman, Esq.
Mr. Leonard J. Goldner
Dr. Aida Goldstein
Mr. Eric Goldstein, C.P.A.
Mr. Marc S. Goldstein
Mr. Mitchell P. Goldstein
Mrs. Salma M. Goldstein
Mr. Theodore P. Goldt
Mr. Arnold Golieb
Ms. Yvette Gomez
Ms. Sandra N. Goncalves
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Mr. Jack M. Stillman
Mr. Jonathan N. Stine
Mr. Mark A. Stinson
Mr. Michael A. Stivala
Ms. Irene M. Stojko
Stone Surfaces of Central New
Jersey, Inc.
Mr. Janusz J. Stopa
Mr. Stephen P. Strait
Ms. Joanna G. Strauss
Mr. Marvin H. Strauss
Mrs. Joan O. Strickler
Mr. Joel D. Stroz
Mrs. Angela Stuehler
Mr. H. Carl Sturcke
Dr. Ramesh Subramanian
Mr. Brian Sudano
Ms. Joan M. Suk
Ms. Jill A. Sullivan
Mr. William E. Summers
Mr. Jeffery K. Sumner
Mr. Elmer G. Sunday
Mrs. Dorothy Sundheimer
Mr. Walter Sundheimer
Mr. Tse Sung
Mrs. Wai Cheung Sung
Mr. Frank J. Supple, Jr.
Ms. Gladys K. Sussman
Mr. Sidney Everette Sutherland
III
Mr. Ben Lars Swanson, Jr.
Mr. Dwight J. Swanson
Mr. Morris L. Sweet
Mr. Walter Syzonenko
Mr. George T. Szabo
Mr. Kenneth Szigety
Mrs. Lorraine A. Szigety
Robin Berg Tabakin, Esq.
Mr. Mark A. Tabs
Ms. Vanessa E. Taliaferro-Jones
Mr. William R. Tamke, Jr.
Mr. Tzi Ee Tan
Mr. Steven S. Tanis
Mr. Peter J. Tardy
Ms. Suzanne Auletto Tardy
Mr. Craig A. Tashjian
Mr. Arthur L. Taub
Mr. Walter S. Taxis
Technirvana, Inc.
Mr. John P. Teevan III
Mr. Douglas B. Templeton
Ms. Janice H. Ten Braak
Mrs. Kristin M. Tencza
Mr. Louis R. Terraneo
Ms. Christine D. Terry
Dr. Rajiv Tewari
Mr. Thanh H. Thai
Mr. Aakash R. Thakkar
Mr. Pradip P. Thakore
Mr. Alan R. Theesfeld
Mr. Anand K. Thiagarajan
Mr. Aaron R. Thomas
Mr. Aldwyn C. Thomas
Ms. Melissa Thomas
Ms. Cornelia G. Thompson
Mr. David N. Thompson
Mrs. Jane M. Thompson
Ms. Lauren R. Thompson
Mr. Thomas A. Thompson
Mr. Lynn A. Thorn
Ms. Elizabeth R. Thornton
LIST OF DONORS
Ms. Christine L. Thorsen
Mr. Shripad B. Tilak
Ms. Rita Luen-Yee Ting
Mr. Edward J. Tobiasson
Mr. Andrew J. Tolep
Mr. Vitaly Tonkonog
Ms. Jennifer O. Tooley
Mr. Jose O. Torres
Mr. Frank M. Toscano III
Mr. Edward R. Tozzi
Mrs. Lynn D. Trackenberg
Mr. Edward P. Traina
Mr. Irwin Traurig
Ms. Kerry L. Tremayne
Ms. Colleen M. Trenery
Mr. Shane Triano
Mr. Scott I. Tribucher
Mr. Sherman H. Trimm
Mr. Raymond A. Tripodi
Mr. Mark G. Tronco
Mr. Vincent Truncellito
Dr. Harley Y. Tse
Mr. Joseph E. Tully
Mr. James J. Tumminello
Ms. Barbara G. Turner
Mr. David Zev Twersky
Tyco Electronics
The Tyrus Group
Ms. Tamaki Uchida
Ms. Nancy Uddin
Mr. Robert John Uhl
Mr. Hamilton Ulerio
Ms. Victoria G. Ungureanu
United Way of Bergen County
Mr. Javier R. Urioste
Mr. Richard A. Urquhart, Jr.
Ms. Maria Urso
Ms. Teresita J. Valcarcel
Mr. Roger K. Van Buskirk
Mr. Scott L. Vanarsdale
Mr. John B. Vande Creek III
Vander Sterre Brothers
Construction
Mr. Willen E. Vandooijeweert
Mr. Eric C. Vanrens
Mr. Amir Vardi
Mr. Peter Michael Varous
Mr. John M. Vaughan
Mr. Wayland E. Vaughan
Mr. David C. Veazey
Ms. Regina A. Vegliante
Mr. John J. Veltri
Mr. William M. Venetis
Mr. Emilio Venezian
Mr. Vincent R. Vento, Sr.
Mr. David B. Verderami
Mr. Scott L. Verrelli
Mr. Frank W. Viggiano
Mr. Santiago C. Villa
Mr. Mario L. Villalobos
Mr. Bert L. Villanueva
Mr. Brian J. Vincent
Mr. Anthony P. Viola
Mr. Christopher J. Von Der
Lieth
Mr. Theodore R. Von Toerne
Mr. Constantine Vovakes
W.N. Garbarini & Associates
W.T. Johnson & Co., Inc.
Mr. Michael C. Wagner
Mr. Abdul Wahab
Miranda M. Wai, Ph.D.
Mr. and Mrs. Alfred Walden
Mr. Joseph L. Waldman
Mr. Edward Walker
Mr. Edward V. Walker
Mr. Michael W. Walker
Stephen H. Walker, R.N.
Walnut Foundation
Ms. Donna M. Walsh
Mr. Harvey R. Waltersdorf, Jr.
Mr. Robert L. Walton
Ms. Karen Wang
Mr. Don E. Ward
Ms. Donna A. Ward
Ms. Stephanie Ware
Mr. Gary Jay Warner
Mr. Robert Marc Washburn
Mr. Craig S. Washington
Dr. Elmer E. Waters
Mr. Eric J. Waters
Mr. Donald B. Watson
Ms. Martha A. WaysWaltersdorf
Mr. Richard A. Webber
Mr. Harold Weber
Mr. Nicholas F. Weber
Ms. Carol A. Webster
Mr. Donald Webster, Jr.
Ms. Robin S. Webster
Mrs. Edna J. Wechsler
Mr. Leonard S. Weil
Ms. Ronda T. Weinberg
Mr. and Mrs. Emanuel
Weinberger
Mr. Gerald J. Weinfeld
Ms. Louise M. Weinstein
Mr. Mark I. Weis
Mr. David L. Weisbrod
Mr. Paul Weisman
Mr. Charles J. Weiss
Mr. Philip H. Weiss
Ms. Annette G. Weissbach
Ms. Linda M. Weissman
Mr. Michael E. Welfeld
Dr. Stanley M. Welland
Mr. Christopher J. Weller
Ms. Sally B. Wellman
Ms. Michele Wells
Alan G. Werner, Sr., C.P.A.
Mr. Neville D. West
Mr. Todd K. West
Ms. Marion Wetzel
James and Nellie White
Mr. Frank G. Wiener
Mr. Louis Wiener
Ms. Courteney L. Wilds
Ms. Dawn E. Willan
Ms. Eileen Daly Williams
Mr. James T. Williams
Mr. Richard E. Williams
Mr. Matthew C. Wilson
Mr. William A. Wineburgh
Mr. Alan N. Wink
Ms. Jacquetta N. Winters
Mr. Gregory J. Wiske
Laura and Ron Wiss
Mr. Irwin M. Wistreich
Mr. John D. Wiswall
Dr. Der-Jin Woan
Mrs. Lauren Wojtowicz
Mr. Peter T. Wolf
Mr. William M. Wolf
Mr. Jay S. Wolfeiler
Mr. Alan M. Wolfers
Mr. Thomas Wollman
Mrs. Jacqueline B. Wolpert
Ms. Anita M. Womack
Mr. Arthur C. Wong
Mr. Stephen K. Wong
Mr. Thomas J. Woods
Ms. Allette F. Wooley
World Reach, Inc.
Ms. Sharon W. Worthy
Mr. Thomas G. Wourgiotis
Mr. William M. Wrocklage
Ms. Angela Wu
Marc C. Wuensch, C.P.A.
Mr. Frank J. Wuertz
Frank and Rita Xavier
Mr. John G. Xenakis
Mr. John Yalley
Ms. Tetsuko Yamashita
Ms. Yumiko Yasuda
Ms. Vivian Yee
Mr. John Yeh
Yim Resources, Inc.
Ms. Judith Malamut Yogman
Mr. George Young
Mr. John M. Young, Jr.
Mr. Stephen K. Yu
Mr. Stephen J. Yusko
Mr. Alvin Zack
Mr. Alexander Zaliznyak
Mr. Gary B. Zanazzi
Ms. Ann J. Zar
Ms. Karen A. Zebro
Ms. Cecilia Zegar
Mr. Michael Zegar
Mr. John C. Zeglarski
Mr. Carl W. Zellner
Ms. Michelle Eileen Zeman
Mr. Arkadi A. Zernitsky
Mr. Charles A. Zezza
Ms. Liang Zhang
Mr. Michael S. Zheng
Ms. Dawn Zhu
Mr. Jeffrey M. Ziering
Ms. Audrey L. Zilli
Mr. Eugene K. Zimmermann
Lt. Col. Mary-Lou
Zimmerman, U.S.A., Ret.
Mr. Franco D. Zisa
Mr. Darren M. Zito
Ms. Betty Zoe
Dr. Gustave L. Zoecklein
Zoubek Modulars
Unlimited, Inc.
Mr. Arty C. Zulawski
Ms. Cathy C. Zychowski
|
59
60
|
Corporate Boards
Board of Advisers
James A. Courter, Chair
Vice Chairman and CEO
IDT Corporation
Beverly W. Aisenbrey
Managing Director
Frederic W. Cook & Co., Inc.
Thomas A. Bartlett
Senior Vice President – Investor
Relations
Verizon
Marc E. Berson
Chairman
The Fidelco Group
William N. Britton
TD AIM
Ruthi Zinn Byrne
President
Zinn, Graves, & Field
Claire Calandra
President
The CLC Group, LLC
Robert E. Campbell
Vice Chairman (retired)
Johnson & Johnson
Gary M. Cohen
President
BD Medical
Donald L. Drakeman
President and CEO
Medarex, Inc.
Robert Duelks
Managing Partner, North
America Financial Services
Accenture LLP
Stephen R. Ehrlich
President
Windemere Associates
Robert Elliott
Partner (retired)
KPMG Peat Marwick, LLP
Anne E. Estabrook
Owner
Elberon Development Co.
William F. Faherty, Jr.
Consultant, Government
Banking
Wachovia Bank
Claude E. Fusco, Jr.
Office Managing Partner,
New Jersey
Ernst & Young
Mitchell P. Goldstein
Senior Vice President and CFO
The Great Atlantic & Pacific Tea
Company, Inc.
Thomas M. Gorrie
Corporate Vice President,
Government Affairs and Policy
Johnson & Johnson
James A. Skidmore, Jr.
Chairman and CEO
Science Management
Company, LLC
Thomas C. Gregor
President, Central/Northern
New Jersey
PNC Bank
Michael Sperduto
Vice President and CFO
Engelhard Corporation
John F. Hanley
Managing Partner
Lucent Venture Partners
George M. Taber
President
NJBIZ
Ralph B. Izzo
President and COO
PSE&G
Daniel Van Riper
(retired)
Sealed Air Corp.
Philip Kirschner
President
New Jersey Business and
Industry Association
Joan C. Verplanck
President
New Jersey Chamber of
Commerce
Walter L. Leib
Of Counsel
Leib, Kraus, Grispin, & Roth
Josh S. Weston
Honorary Chairman
Automatic Data Processing
Irwin Lerner
President and CEO (retired)
Hoffmann-La Roche Inc.
Donald Wolff
Senior Vice President –
Community Investment
Services (retired)
Federal Home Loan Bank–New
York
Gerald Lipkin
Chairman, President and CEO
Valley National Bancorp
Helen Martin
President
HNM Associates Ltd.
Cathy-Ann Martine
Senior Vice President, Internet
Telephony
AT&T
Thomas A. Renyi
Chairman and CEO
The Bank of New York
Ron Rickles
Managing Partner, New Jersey
Deloitte & Touche LLP
Richard Romano
Corporate Vice President
(retired)
AT&T
Alan L. Rubino
Executive Vice President and
General Manager
PDI, Inc.
Paul Schmitt
Managing Director
PA Early Stage Partners
Jeffrey Serkes
Allegheny Energy, Inc.
Paul Zaffaroni
President and COO
Dendrite International
George R. Zoffinger
President and CEO
New Jersey Sports & Exposition
Authority
Emeritus
Felix M. Beck
Board Chairman and CEO
(retired)
Margaretten and Co.
Albert R. Gamper, Jr.
Chairman, President, and CEO
(retired)
CIT Group, Inc.
Accounting
Advisory Board
Michael Cohen
Partner
J.H. Cohn LLP
William Federici
Vice President and CFO
West Pharmaceutical Services
Jules Frankel
Partner
Wilkin & Guttenplan, P.C.
Lillian Gola
Director, Research Finance
James Hannan
CPA, Shareholder
WithumSmith+Brown
Edward Hlavach
First Vice President – Internal
Audit
TD Waterhouse
Peter Holloway
Partner
Ernst & Young
Paul Krieger
Audit Partner
Deloitte
Lisa Mastronardi
Vice President
Prudential Financial
Peter McNamara
Partner, Assurance/Business
Advisory Services
PricewaterhouseCoopers
John Pennett
Partner
Grant Thornton
John Reck
Area Managing Partner (retired)
Ernst & Young
Ralph Thomas
Executive Director
New Jersey Society of Certified
Public Accountants
Andre Van Hoek
Director, Financial Compliance
& Procedures
Johnson & Johnson
Career Management
Advisory Board
Brian Clark
Vice President
PNC Bank
Victor Gonzalez
Manager, University Relations
Morgan Huo
Senior Analyst – Global Market
Analytics
Aventis
Peter Karpiak
Senior Vice President, Human
Resources
Cendant Corp
CORPORATE BOARDS
Virginia Littell
Partner
Brazer & Littell, LLC
Richard Lashley
Principal
PL Capital, LLC
John Mintz
Senior Director – Finance
Kraft Foods
Annie Lo
Vice President, Consumer and
Personal Care, Finance
Division
Johnson & Johnson
Milo Moore
Vice President
JP Morgan Chase
Ray Pirre
Partner
GSP International
Brian Power
Vice President, Private Client
Group
Merrill Lynch
Finance Advisory Board
Steve Ball
Managing Director
Merrill Lynch Mortgage
Lending
Allan Campbell
Senior Vice President
Chief Investment Officer
Daiwa Asset Management
Arthur Certosimo
Executive Vice President
The Bank of New York
Robert Contri
Partner
Deloitte & Touche Consulting
Group
Dexter Earle
Partner (retired)
Goldman Sachs
Mitchell D. Eichen
CEO
The MDE Group
Matthew Fisher
Rockbay Capital Advisors, Inc.
Frank Gatti
Educational Testing Service
George Hanley
Prudential Insurance
William Heitmann
Senior Vice President and
Treasurer
Verizon
Elizabeth Randall
Randall, Randall & Stevens
Aavo Reinfeldt
Senior Vice President and New
Jersey Territory Manager for
Business Banking
PNC Bank
Bryan Slotkin
Investment Banking Vice
President, Mergers and
Acquisition Group
Banc of America Securities LLC
Jerald Collins
Vice President, Human
Resources
Ortho Biotech Products, L.P.
Alexia C. Etsios
Manager, Strategic Talent
Acquisition
Pfizer Corporate Human
Resources
|
Supply Chain Management
Advisory Board
Ken Blankenhorn
Global Supply Chain Director
Bayer HealthCare
Leonardo DeCandia
AmerisourceBergen
Victor Gonzalez
Jeff Struble
Director, Global Sourcing
Pfizer Inc.
William R. Healey
Executive Vice President
HealthCare Institute of New
Jersey
Lisa Martin
Vice President, Global Sourcing
Pfizer Inc.
Michael T. Kahrer
Vice President, Human
Resources and General Affairs
Organon Inc.
Kenneth Frawley
Vice President, Information
Management
Time Inc.
Jay Suskind
Executive Vice President and
Director of Trading
Ryan, Beck & Company
Angela D. Knight
Corporate Director, University
Relations – Human Resources
Merck & Co, Inc.
Jerry A. Martino
Vice President, Materials
Management
Schering-Plough Technical
Operations
Tom Synnott
Chief Economist, Emeritus and
Consultant
U.S. Trust Company
Chris Martin
Executive Director, Staffing
Services
Corporation
William D. McLaury
Executive Director, U.S. Supply
Chain Management
Corporation
Tom McGrory
Recruiting Strategies Manager
Ortho Biotech Products, L.P.
Kathy Monday
Vice President, Customer and
Technical Operations
AstraZeneca
Louis Terlizzi
Managing Director – Equity
Operations
Banc of America Securities LLC
Joseph H. Umansky
American International Group,
Inc.
Margan Mulvaney
Senior Director, Human
Resources
Organon Inc.
David Whitcomb
Founder & Chairman
Automated Trading Desk, Inc
Solade E. Rowe
and Recruitment – Corporate
Human Resources
Pfizer Pharmaceutical Group
Gordon Smouther
Manager, Strategic Commodity
Procurement
PSEG
Laura Sandak
Staffing Services
Corporation
Duane E. Sizemore
Vice President Business
Development
UPS Supply Chain Solutions
Bradley T. Smith
Director, Human Resources
John Trush
Partner
IBM Business Consulting
Services
James F. Topor
Director, Global Talent
Acquisition
Human Resources
Pfizer Pharmaceutical Group
William Buchanan
Managing Consultant
IBM Corporation
Allen Williams
Managing Director – Head of
Capital Markets
i-Deal LLC
Benjamin Wolfe
Director
Merrill Lynch
Earl White
U.S. Trust Company of New York
Pharmaceutical
Advisory Board
John Kraker
Director, Finance – Credit and
Receivables
Gregory M. Altamura
Director, Retention and
Recruitment
Eisai, Inc.
John Kropke
Vice President, Acquisitions
Mack-Cali Reality Corporation
Caryn Blemenfeld
Assistant Director, University
Relations
Bristol-Myers Squibb
Paul Pandiscio
Worldwide Vice President,
Global Supply Chain
Johnson & Johnson
Joseph T. Morrissey, Jr.
Vice President, Supply Chain
Management
Merck & Co., Inc.
61
62
|
RBS at a Glance
Administration
Enrollment
Howard P. Tuckman, Dean
Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4,116
Associate Deans
Douglas H. Jones, Academic Programs
Lewis H. Kerman, Undergraduate Program–Newark
Martin S. Markowitz, Undergraduate Program–New Brunswick
Rosa Oppenheim, Faculty and Research
Bernadette B. Tiernan, Administration and External Affairs
Bachelor of Science . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,500
Newark . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,757
New Brunswick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 743
Program Directors
Mark Castelino, Master of Quantitative Finance
Mahmud Hassan, MBA in Pharmaceutical Management
Farrokh K. Langdana, Executive MBA
Martin S. Markowitz, International Executive MBA
Robert R. Rothberg, Full- and Part-time MBA
Alexander J. Sannella and Dan Palmon, MBA in Professional
Accounting
Glenn R. Shafer, PhD in Management
Jay A. Soled, Master of Accountancy in Taxation
Robert H. Werner, Master of Accountancy in Governmental
Accounting
Assistant Deans
Glenn S. Berman, Graduate Admissions
Kathleen Connelly Harmon, Special MBA Programs
Wanda C. Mendez, MBA Career Management
Staff Directors
Glenn S. Berman, MBA Student Services
Lisa R. English, Alumni Relations
David W. Muha, Communications
Martin F. O’Reilly, Computing Services
Hyona Revere, Development
Degree Programs
Bachelor of Science • Master of Business Administration
(MBA) • Executive MBA • International Executive MBA • MBA in
Professional Accounting • Master of Accountancy in Taxation •
Master of Accountancy in Governmental Accounting • Master
of Quantitative Finance • PhD in Management
Dual Degree Programs Bachelor of Arts/MBA • Bachelor of
Science/MBA • Juris Doctor/MBA • Doctor of Medicine/MBA •
Master of City and Regional Planning/MBA • Master of Public
Health/MBA • Master of Public Policy/MBA • Master of
Biomedical Sciences/MBA
Specialized Fields of Study
Accounting • Applied Statistics • Arts Management • Biotechnology Commercialization • E-commerce • Economics • Entrepreneurship • Finance • Global Business • Information Technology •
Management and Business Strategy • Marketing • Nonprofit •
Pharmaceutical Management • Security Management • Supply
Chain Management
Master’s Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,538
Full-time MBA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Part-time MBA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,122
MBA in Professional Accounting . . . . . . . . . . . . . . . . . . . . . . . 52
Executive MBA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
International Executive MBA . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Other Master’s Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Doctoral Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Faculty
Full-time: 130 • Part-time: 82
Academic Departments
Accounting and Information Systems • Business
Environment • Finance and Economics • Management and
Global Business • Management Science and Information
Systems • Marketing
Academic Centers
Blanche and Irwin Lerner Center for Pharmaceutical
Management Studies • Center for Entrepreneurship • Center
for Governmental Accounting Education and Research •
Center for Nonprofit and Philanthropic Leadership • Center
for Research in Regulated Industries • Center For Supply
Chain Management • Prudential Business Ethics Center •
Rutgers Accounting Research Center • Rutgers Center for
Operations Research • Rutgers Financial Institutions Center •
Technology Management Research Center • Whitcomb Center
for Research in Financial Services
External Outreach
Center for Management Development • New Jersey Small
Business Development Center • Rutgers University Technical
Assistance Program
Campus Locations
New Jersey Newark • New Brunswick • Hopewell •
Jersey City • Morristown
China Beijing • Shanghai
School of Many Names
Over the past 75 years,
Rutgers Business School–Newark and New Brunswick, in
whole or part, has been known by the following names:
n Seth Boyden School of Business • 1929–1934
n School of Business Administration • University of
Newark, 1934–1946
n School of Business Administration • Rutgers University,
1946–1966
n Graduate School of Business Administration •
1966–1977
n Graduate School of Management • 1977–2001
n School of Business–New Brunswick • 1986–2001
n School of Management • 1993–2001
n Faculty of Management • 1993–2001
n Rutgers Business School–Newark and New Brunswick •
2001–present
It is the policy of Rutgers, The State University of New Jersey, to make the
benefits and services of its educational programs available to students, and to
provide equal employment opportunity to all employees and applicants for
employment, regardless of race, religion, color, national origin, ancestry, age,
sex, sexual orientation, disability, marital status, or veteran status. (Douglass
College, as a traditionally and continuously single-sex institution, may, under
federal law, continue to restrict college admission to women.) Questions
concerning student rights violations should be addressed to Brian T. Rose,
Associate Vice President for Student Affairs (732/932-7312). Questions concerning harassment or employment discrimination should be directed to
Jayne M. Grandes, Director, University Harassment Compliance and Equity
(732/445-3020, ext. 626).
Produced by: Rutgers Business School–Newark and New Brunswick, Office of
Communications and Rutgers’ Department of University Relations
“This Just In”
stock printers frequently fell
enabled a single employee at
experimental telegraphic shop.
behind the transmitter by one or
the main office to synchronize
In 1874, just three years after
stock printer (pictured on front
more letters, exchange compa-
all of the machines so that they
the universal stock printer’s
cover) is symbolic of Rutgers
nies had to send employees to
printed the same information
introduction, Western Union had
Business School–Newark and
various offices to reset printers
simultaneously.
over 3,600 of them in service.
New Brunswick’s 75-year tradi-
that were running out of “uni-
tion of innovation and excel-
son.” Edison solved this problem
n Thomas A. Edison’s universal
lence in business education.
Edison developed this device
for a subsidiary of Western
Union in 1871. Because existing
The machine was produced
in Newark, New Jersey—a major
with one of his key contributions
center for business and industry
to printing telegraphy. Edison’s
and birthplace of RBS—at
screw-thread unison device
Edison’s manufacturing and
Information and photo courtesy of
the Thomas A. Edison Papers,
Rutgers, The State University of
New Jersey.
Historical Research: Dr. Carter Daniel
Written by: Sandy Crisafulli, Carter Daniel, David Muha, Stacey Todd Peters,
Mary Jane Steimer, Amy Vames
Principal Photography by: Peter Byron (p. 16), Dennis Connors (pp. 8, 12, 20,
26, 32, 36), Nick Romanenko (pp. 2, 7)
Support Photography by: Fabian Bachrach, Peter Byron, Citywide Corporate
Photography, Nat Clymer, Dennis Connors, Alan Goldsmith, Roy Groething,
Don Hamerman, Arthur Paxton, The Picture Desk Photo Communications,
Nick Romanenko, Reginald M. Ward
RU-0405-0039/30M
RUTGERS BUSINESS SCHOOL – NEWARK AND NEW BRUNSWICK
111 Washington Street
Newark, New Jersey 07102-1813
business.rutgers.edu
Dean’s Report • 2 0 0 4 – 2 0 0 5
RBS AT SEVENTY-FIVE
Rutgers
Business
School
NEWARK AND
NEW BRUNSWICK
RUTGERS,
THE
STATE
UNIVERSITY
OF
NEW
JERSEY

RBS at Seventy-Five

Transcription

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