Yash P.

Gupta

EDUCATION
Ph.D. Management Sciences University of Bradford England, 1976 Production Management Brunel University of West London England, 1974 Production Engineering Panjab University India, (First Class Honors), 1973 Association of Professional Engineers Manitoba, Canada, 1983

M.Tech.

B.Sc.Eng.

P.Eng.

College Management Program. Carnegie Mellon University Heinz School of Public Affairs, 1994

ACADEMIC APPOINTMENTS
Johns Hopkins University Carey Business School Professor and Dean, Jan 2008- Present University of Southern California Marshall School of Business Professor of Operations Management 2004 - Dec. 2007 Dean and Robert R. Dockson Deans Chair in Business Administration, 2004 - 2006 University of Washington The University of Washington Business School Dean and Professor of Operations Management Kirby L. Cramer Endowed Chair in Business Administration, 1999-2004 University of Colorado at Denver College of Business and Administration Dean and Professor of Management, 1992-1999 University of Louisville School of Business Frazier Family Professor, 1988-1992 Senior Research Fellow, Telecommunications Research Center Professor, Department of Industrial Engineering (joint appointment). Professor, Department of Engineering Mathematics and Computer Science (joint appointment).

University of Manitoba Faculty of Management Associate Professor, Professor, and Head, Dept. of Actuarial and Management Sciences, 1982 -1988 Adjunct Professor, Department of Mechanical and Industrial Engineering, 1991-1994 Visiting Professor, University of Toledo, Ohio, 1985-86. Memorial University of Newfoundland Faculty of Business Administration Assistant Professor of Information Systems and Management Science, 1980-1982 University of Bradford Graduate School of Industrial Technology and Management Post Doctoral Research Fellow, 1977-1978

BUSINESS APPOINTMENTS
Dana Corporation Toledo, Ohio Academic Consultant (part-time), 1985-86 Coopers and Lybrand London, England Senior Consultant, 1978-1980 Babcock and Wilcox Ltd. Renfrew, Scotland Consultant (Part-time), 1976-1977 United Kingdom Atomic Energy Authority National Center of Systems Reliability Culchetch, England Researcher (Part-time), 1977-1978

BOARD APPOINTMENTS
SDP Telecommunications, Montreal, Canada, 2009National Association of Corporate Directors (NACD), Southern California Chapter, 2004 Association to Advance Collegiate Schools of Business (AACSB), 2003 -2006; 2008World Trade Center Institute, 2008Lord Foundation, 2004-2006 Beta Gamma Sigma (BGS), 2002-2006 Pacific Medical Clinics, Seattle, 2000-2003 Washington Technology Center (WTC), 2001-2004 Pacific Coast Banking School (PCBS), 1999-2004 Seattle Biomedical Research Institute (SBRI), 2001-2003 Optical Security Group (OPSEC), Denver, 1998-2000 Governor's Small Business Council, State of Colorado, 1994-97 Colorado Business Arts Committee, 1995-1999
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ACADEMIC LEADERSHIP AND DEVELOPMENT EXPERIENCE Johns Hopkins University

The Johns Hopkins University created the Carey Business School on January 1, 2007, the newest business school in the oldest research university in the country. As the inaugural dean, I have been charged to create a unique program that can leverage the strengths of Johns Hopkins. The school currently has a $34 million revenue-based budget, 31fulltime faculty, over 70 staff, and approximately 1600 part-time students. The full-time MBA program started in the fall of 2010.

Major Achievements
1. Strategic Planning With input from faculty, students, staff, trustees, and outside advisors, we have developed a vision for the Carey Business School to transform business education through a uniquely humanistic, integrated approach to instruction and research. With an emphasis on optimism, innovation, critical thinking and social responsibility, the school will endeavor to improve lives on a global scale with humility, flexibility and a deep entrepreneurial spirit. The attributes that distinguish the Carey Business School from other business schools are the same attributes that connect the School to the Johns Hopkins University as a whole: a commitment to discovering new knowledge and applying it to create a better world. Approved by both the President and the Trustees of the university, our strategic plan for 20082013 includes a new mission statement, a statement of shared values, and six strategic themes. Current faculty, staff, students and alumni were involved in the development of this plan.

2. Private Fund-Raising The school was created with a $50 million gift from Mr. W.P. Carey. We are about to embark on a capital campaign that will provide resources for a new facility, student scholarships ($75 million), 40 endowed chairs and support for programs and research centers. The newly formed Board of Overseers has pledged to help spearhead this campaign. We currently have $54 million worth of requests under consideration with potential donors and another $45 million worth of proposals under development.

3. Institutional Policies, Procedures, and Governance Systems The school structure is team-based. Faculty teams manage the programs, and there are no academic departments. The administrative offices, such as admissions, advising and career services are integrated as a single unit and managed by teams.

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At Johns Hopkins University, the institutional policies, procedures, and governance systems are school specific. For example, the tenure and promotions systems vary between schools, as do faculty titles and school calendars. Since the Carey School was new, we developed new systems from scratch. We also established a new academic board of the school that includes faculty from the Schools of Medicine, Public Health, Engineering, Arts and Sciences and Nursing. The academic board reviews appointments, promotions and tenure cases, authorizes curriculum reviews, and establishes standing committees of the faculty.

4. Institutional Advancement We recruited 11 people to the newly created Office of External Affairs; this division includes development, marketing and communications, and alumni relations. We completed the branding initiative for the school. Collateral materials that capture the school brand have been produced and a completely new web site launched. We developed a communications strategy to help determine the mix and extent of advertising for our programs in different parts of the country using various media outlets. A school magazine called One had its debut in the fall of 2008. The magazine is a significant departure from traditional business school magazines as it seeks to educate the reader on significant current business and societal issues. It carries articles written by thought leaders on issues ranging from ethics to the environment t, as well as the economic meltdown. I am a regular contributor to On Leadership, a blog hosted by the Washington Post, in which about 50 nationally-recognized business leaders and educators respond to a weekly question posed by the moderator. The public may comment on each individuals response. I have also written many op-ed pieces that have been podcast and appeared in publications of the AACSB and the popular press. These op-eds include topics on the globalization of business schools and a new agenda for a new school. I have been interviewed by both print and television media regarding a host of issues including our vision for the Carey Business School and trends in management education. These outlets include the National Herald Tribune, Baltimore Sun, Financial Times, Washington Post, Baltimore Business Journal, WTOP, C-Span, and Public Television. I routinely give talks at various events, such as the World Trade Council annual meetings and AACSB sponsored events. I have developed very strong relationships with Maryland legislators and people in the executive branch. I have used my visits to Annapolis to share our vision for the Carey School with them, and have received an overwhelmingly positive response.

5. Establishing Standards and Performance The teaching loads for the incoming faculty are comparable to other major business schools in the world. Every faculty member is provided with additional research support worth at least 22% of their salary. The faculty also receives generous funds in their spending accounts, which can be used for travel, professional development or other infrastructure support. These benefits are provided with the understanding that their teaching and research will be of comparable quantity and quality as peer institutions such as the University of Pennsylvania, University of Chicago, and Northwestern University.
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6. Recruiting and Retaining World-Class Faculty The plan for the school is to have approximately 95-fulltime faculty by 2013. Our current faculty earned their PhDs from institutions such as Stanford, MIT, Carnegie Mellon, Duke, and Yale. Three tenured professors gave up their endowed chairs in other institutions to join us. The goal of the school is to promote interdisciplinary research and teaching, therefore we do not have any departments or subject areas. In fact, the faculty is not hired in a specific discipline, but is given the freedom to explore broader perspectives of management in their intellectual pursuits. The school has developed a special relationship with other Hopkins schools such as the Schools of Medicine, Public Health, Nursing, and the Applied Physics Lab. Several faculty from each of these schools currently hold joint appointments in the business school. Faculty members from these schools populate the schools Appointments, Promotion and Tenure Committee.

7. Improving Research and Graduate Education Our Global MBA program, launched in August 2010, aims to prepare students for a world beset with unique challenges, in which they will have to respond to new paradigms in creative ways. There is an urgent need for innovative leaders who think critically, have a global perspective, embrace diversity and make business decisions with humanity in mind. At Hopkins the Global MBA program emphasizes that leaders must not only invest in maximizing shareholder value, but also contributes to the vitality of communities locally and globally. Students learn business essentials, through team-taught, interdisciplinary modules complemented by weekly interactive seminars on topics such as statesmanship, ethical conflicts, human expression and communication. Students participate in translational projects that focus on bringing discovery to market. They develop a deep and contextualized understanding of business concepts through coursework that focuses on chosen industry verticals. Intensive, project-based action learning experiences hone the students critical thinking, analytical and decision-making skills. Forbes has rated this part of the program to be one of 10 most innovative programs in USA. Fortune has called this program revolutionary and innovative. We are currently developing four interdisciplinary research centers that will include faculty from other Hopkins schools and other US based business schools.

8. Establishing an Undergraduate Program The school currently has a small part time under graduate program. A fulltime degree program with upper division courses in the business school will be considered in the future. It is anticipated that the total size of this program would be approximately 300 students, drawn primarily from the Hopkins Arts and Sciences. Admission into the Hopkins freshman program is highly competitive when compared with institutions such as MIT, UPenn, and Chicago.

9. Improving Diversity among Faculty, Staff, and Students The charter class of 88 MBA students will play a critical role in the school's history. We invested considerable effort in recruiting this class. Among other goals, this class is distinguished by its diversity in terms of age, work experience, nationality, gender, and academic background.
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The school is committed to recruiting faculty that reflects a mosaic of culture, gender and ethnicity. We have very successfully created a similar model for staff. In the future, Global MBA program students will be connected with foreign host families as a means to improving the overall learning experience. Concomitantly, every student team will be required to mentor an inner city high school student.

10. Building Community among Internal Stakeholders Creating a school community is a top priority. We have consolidated all faculty offices to one location, with a large community space where professional discourse and social interaction can take place. The space is equipped with technology and tools to facilitate collaboration. Carey provides three days a year to all employees to engage in service for communities. This enhances our connection with the community, while supporting the mission of the school: to teach business with humanity in mind. To strengthen ties in the school community, I introduced Deans coffee sessions for faculty, staff and students, respectively to provide a venue for participants to talk directly to the dean. We convene monthly town hall meetings with faculty and staff to share information, seek their input and respond to their questions.

11. Engaging the School with the External Community The school is a member of the United Nations program on sustainability called PRME. Only a handful of schools were invited to join this elite group. We initiated a breakfast series called Leaders and Legends for the business community, faculty and students. The speakers have included the Vice-Chairman of the Chief of Staff of the Armed Services, the head of NASA, the head of FIDC, the deputy director of the NSA, and the Chairman and CEO of Lockheed Martin.

University of Southern California

As dean of the University of Southern Californias Marshall School of Business, I led a school with 190 full-time faculty (230 FTEs), approximately 300 staff members, and a $172 million, revenuebased budget. During the time of my deanship, the school had 3,800 undergraduate students and 1,800 graduate students pursuing Masters and PhD degrees. The schools endowment increased from $147 million to $174 million between July 2004 and July 2005.

Major Achievements
1. Strategic Planning One of my first priorities was to develop and implement Strategic Plan 2005-2010, the business schools first strategic plan. A 42-person team composed of faculty, staff, students, alumni, administration, and advisory board members developed the plan. It included a new mission statement and a new statement of shared values, and set forth seven strategic themes to pursue.

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2. Private Fund Raising During my tenure as dean, we raised $55.5 million, a marked improvement over the $6 million raised during the 2003-04 academic year. We created a 40-person Board of Leaders drawn from the alumni and business community to re-ignite the fundraising effort. The Board agreed to spearhead an eight-year, $400 million capital campaign that included funds for 2 new facilities, 40 endowed chairs, a $100 million scholarship endowment, and support for 12 research centers. In 2005, we obtained a $5 million naming gift for the schools MBA Career Resource Center. The gift allowed the school to offer lifelong career assistance to alumni, increase services to international students and establish an Executive-in-Residence program. Another gift of $5 million established scholarships for veterans honorably discharged from the US Armed Forces.

3. Institutional Advancement We recruited 22 people to join the Office of External Affairs; this 30-person division included development, marketing and communications, and alumni relations. We hosted informational and social events for leaders throughout California and met with alumni groups worldwide. I routinely spoke before such groups as the Rotary Club, the LA Athletic Club, and the LA Economic Development Council, as well as at conferences sponsored by the Council for Advancement and Support of Education and AACSB. To strengthen the Marshall community we redesigned existing publications and launched several new ones: Marshall, Inc. featured articles about faculty, staff, students, and alumni. Marshall Magazine covered timely research and ideas of faculty and alumni for a broad group of readers. I was interviewed by numerous national and international journalists, including the Financial Times, the LA Times, the LA Business Journal, the Economist, Business Week, CNBC-Asia, the Singapore Straits, the Taipei Times, Thai Cable TV, PBS, and the Indian Economic Times. Marshalls new MBA curriculum was profiled in the Business Week, the Financial Times, the Los Angeles Business Journal, and the Biz Dean Talk.

4. Improving Standards and Performance A 2005 survey conducted by The Wall Street Journal ranked Marshall 10th on a national list of U.S. business schools, up from 26th on a list of regional schools in 2004. In the Business Week rankings, the schools executive MBA program jumped to 8th place nationally. The part-time MBA program was ranked 5th nationally, and the international MBA program was ranked 10th. The US News & World Report ranked the undergraduate program 9th in the nation, and both undergrad and graduate entrepreneurship programs were among the top five nationally. The U.S. News and World Report ranked the undergraduate accounting program 5th and the graduate programs 8th. The number of applications to the undergraduate program for the 2006-07 academic year climbed 19 percent from the previous year, while the number of applicants with SAT scores in the top range rose by 9 percent. Students in the Global Leadership Program, a program for the top 20 percent of incoming freshmen, had an average high school GPA of 4.28 and SAT scores of 1500.
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5. Recruiting and Retaining World-Class Faculty We introduced a new peer-review system where faculty and staff members were evaluated by a team of colleagues instead of one department head. The school also used benchmark data and performance indices to set salaries. We introduced an annual recognition awards program to acknowledge the work of outstanding faculty and staff members. Twelve faculty members received $10,000 awards and one faculty member received a $15,000 Deans Educator of the Year award. The school hired ten new tenure-track faculty members in 2004-05. For the academic year 20052006, the plan was to hire 16 new faculty members, including five to fill endowed chairs. For the first time, the school offered subsidized mortgages to assist faculty in moving to Los Angeles.

6. Improving Research and Graduate Education The School formed several new research centers, including the Center for Global Excellence, the Institute for Sports Business, the Global Bio-business Initiative, and the Center for Brand Management. It brought the total number of centers of excellence in the school to 12. We also launched an executive MBA program in San Diego, CA. We improved support for PhD students by increasing stipends and it extending support to fifthyear, so they could continue to receive benefits. The school developed a new curriculum for full-time MBA, called Marshall 360. The program emphasizes global, collaboration, interdisciplinary in approach, and innovation.

7. Improving Undergraduate Experience To provide opportunities for all undergraduate students appreciate the global dimensions of social, political, economic, and environmental issues, we greatly expanded the study abroad program and introduced an international internship program. We created a new course of study for freshman students, the Global Leadership Program. The business school also introduced an honors program for undergraduates that exposed students to original research in the business disciplines via an honors seminar. Under faculty supervision, senior students designed and carried out research projects in their areas of concentration. We introduced a program to improve the communications skills of transfer students that included diagnostic exams during orientation and array of courses. We created a student office to support student clubs and undergraduate activities. These clubs offered leadership opportunities and provided interaction with the professional community.

8. Improving Diversity among Faculty, Staff, and Students Of the 10 new hires in 2005-2006, five were women, three were Asians, and one was AfricanAmerican. Of the five newly endowed chairs filled this year, three were awarded to women, doubling the number of chairs occupied by female faculty.
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The school increased efforts to reach out to minority students throughout the country. We hosted an annual program for minority high school students to teach them the basics of business, leadership, and communication skills. The number of African-Americans applying to the school increased by 17 percent in 2006 over 2005. Similarly, the number of Latino students applying climbed by 13 percent, while the number of Native American and Pacific Islander students applying increased by 31 percent.

9. Building Community among Internal Stakeholders Strengthening the school community was my top priority. I moved deans office from an inaccessible eighth floor location to the first floor of centrally located building. I also removed two layers of leadership structure to promote greater accountability and collegial environment. To strengthen ties to school community I introduced the Deans Monthly Letter that covered important issues facing the School and recent accomplishments. We encouraged transparency in the budget process, by seeking active participation of faculty and staff. In addition to attending gatherings hosted by the school and alumni groups worldwide, I met with students, parents, and community representatives regularly to get their comments and suggestions for further improvements. I traveled to Asia several times to meet with prospective students.

10. Engaging the School with the External Community We pursued a strategy of bringing the outside in, i.e. involving business, government, and community leaders in pursuit of this strategy. As part of this effort, we increased the number of programs in executive education from eight to 50 in 18 months. We initiated the Deans Business Breakfast series. CEOs of such corporations as Amgen, Home Depot, Northwest Airlines, Pitney Bowes, Unocal, and Washington Mutual Bank were the featured speakers. We created three annual Bio-business Leadership Recognition Awards. We held the first annual Celebration of Leadership benefit. More than 850 business leaders, alumni, faculty, staff, and students attended it, and Rudolph Giuliani was the keynote speaker. We created a program called USC Impact LA: The Clinton Foundation-Orfalea Urban Enterprise Initiative, to aid small, inner-city businesses in LA. A three-way partnership with President Bill Clinton and Paul Orfalea, founder of Kinkos, brought together teams of business consultants, faculty, and students to provide managerial advice to small, inner-city businesses. In cooperation with the United Nations, the school hosted a conference to focus attention on micro credit as vehicle to reduce poverty in the world. We also hosted the annual SEC and Financial Reporting Institute Conference. The school renewed its efforts to engage alumni. In 2005, we obtained 151 new alumni volunteers to act as mentors, be classroom speakers, assist faculty on research projects, and conducted informational interviews. These alumni also turned to other alumni with 71 job offers, and 96 internship opportunities for students, and posted 1,864 jobs to the alumni job board.

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Every year graduate students participated in a program sponsored by Junior Achievement to help high school students learn business skills. In 2005, President George Bush's Council on Service and Civic Participation recognized Marshall Students for their contribution. Each year, the school hosted the Annual Asia/Pacific Business Outlook (APBO) conference, the premier event in the US for executives interested in business opportunities in the Asia-Pacific region. More than 300 executives from 20 states and 14 countries attended in 2005. In 2006, 50 experts, working in 14 Pacific Rim countries, including India and Mexico, addressed the conference

11. Pursuing Innovations in Methods of Learning We increased our investment in the Experiential Learning Center, a state-of-the art facility that used cameras, video displays and computers to put students through simulated business events. Students used the center to assess their skills in leadership, team building, and communications. The Capture Room, a state-of-art facility for interactive video conferencing, including uplink and downlink capabilities was launched. Using this room, the school offered new on-line courses. Using Salesforce.com software, we modernized the customer relationship management system for alumni affairs, development, and executive education.

University of Washington
I served as dean of the University of Washington Business School in Seattle, Washington for five years, from 1999 to 2004. The school had over 100 full-time faculty members, more than 120 staff members, 2,300 students pursuing undergraduate, masters, and PhD degrees, and an annual budget of more than $38 million. While I was dean, the schools endowment grew by 86 percent, from $44 million to $82 million, and its MBA program, as ranked by U.S. News & World Report, moved from 51st to 18th place among US business schools (April 2005 - -based on summer 2004 data).

Major Achievements
1. Strategic Planning During my tenure as dean, we developed a five-year strategic plan. This highly inclusive process had a 35-person strategic planning committee, composed of faculty and staff members, students, alumni, business leaders, and university administrators. The strategic plan identified goals, set timetables, and established methods of measuring progress. The strategic plan also provided the school with its first mission statement, one that focused on its natural strengths in technology and global business derived from its location.

2. Private Fundraising We raised $70 million to support the school. The annual fundraising grew from $2.7 million to $20 million, a 640 percent increase. At the time of my departure, an additional $14 million in gifts were expected. I served on the universitys campaign steering committee for the 2001 launch of its $2 billion capital campaign. The business school pledged to raise $206 million.
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One component of the schools campaign was building a new 260,000-square-foot campus, costing an estimated $105 million. I led a campaign to raise the entire amount from donors.

3. Institutional Advancement Guided by the strategic plan, the school developed a communications and branding strategy. With the help of outside consultants, the school adopted a new school logo, a new color palette, and new communication materials, and launched a new Web site. To heighten awareness of the school and its achievements, we routinely highlighted the schools success stories at meetings and conferences of such organizations as the Association to Advance Collegiate Schools of Business, the MBA directors meetings, and the deans meetings. The Council for Advancement and Support of Education recognized the schools redesigned magazine as one of the most informative college magazines in the country. We launched an annual newsletter called IMPACT to recount stories about the impact of donors contributions. We also introduced an electronic newsletter sent quarterly to alumni and corporate contacts. We reorganized the schools external relations unit- hiring nine people, creating four new positions in communications and alumni relations, and appointing a dean for new ventures. I spoke at numerous service club and professional meetings throughout the country and visited alumni groups and business leaders in the US and abroad. I gave interviews to several television and radio networks. I also wrote several op-ed articles for newspapers. We developed a technology strategy for the school to address such issues as the integration of disparate databases, mechanisms for delivering programs, and technology to enhance productivity and communication with alumni, friends of the school, and current students.

4. Improving Standards and Performance During 1999- 2003, the average GMAT scores of incoming MBA students rose from 626 to 672. During 2003 and 2004, respectively, 98 percent and 100 percent of the MBA students were placed in paid internships. The MBA graduating class of 2003 had the best placement record of any U.S. business school. In 1999 the school ranked 67th on this measure. In 2002, the year the business school began admitting a limited number of freshmen into its new four-year program, incoming students had an average high school GPA of 3.91 (out of 4.0) and an average SAT score of 1390. The Academy of Management Journal cited our faculty as the 11th most prolific in the U.S. The ranking of the schools MBA program rose from 51st in 1999 to 18th in 2005among US business schools (fifth among public universities) in a survey by US News & World Report. Its undergraduate program was ranked 18th. The Business Week described the school as among the best in the country and ranked it among the top 50 schools nationally. The Association to Advance Collegiate Schools of Business reaccredited the business schools accounting and business programs. Also, one of only four schools in US that earned The European Foundation for Management Development accreditation.
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5. State Governmental Relations I galvanized students, alumni, and the schools advisory board in a successful effort to transfer tuition-setting authority from the Washington State Legislature to the business school through the regents of the university, a move that lawmakers had resisted repeatedly. Raising tuition allowed the school to fund scholarships and to bring faculty salaries in line with those at peer institutions.

6. Faculty Enrichment By the end of my tenure, 65 percent of tenure-track faculty held endowed chairs, professorships, or fellowships, an increase of 100 percent in five years, achieved through successful fundraising efforts. Faculty also saw their teaching loads drop from five to four-quarter courses per year and the number of preparations drops from three to two per year, freeing them to pursue their research. The business school hired 30 new faculty during my tenure, and the strategic plan called for a further net increase in faculty size of 25 over the next six years. Summer support for research for existing faculty quadrupled in five years and faculty received accounts from which they could withdraw funds for conferences and professional development.

7. Diversity among Faculty, Staff, and Students The 1998 voter initiative barred using race as a criterion for university admissions in Washington State. The Business School reversed the initial decline of minority enrollments and realized a net gain of 40 percent by 2003.We implemented several diversity enhancement programs such as the Business Educational Opportunity Program (BEOP) and Business Economic Development Program (BEDP). The BEOP provided mentoring to minority students and students from economically disadvantaged backgrounds in high schools. The program also provided assistance in applying for admission and scholarships, with academic advising, communication-skills-enhancement workshops, and tutoring services. A committee to evaluate the status of women faculty compared the percentage of women faculty at the school to 10 peer schools. As a result, in 2001-03, the number of chairs, professorships, and fellowships awarded to women faculty doubled. We also created a diversity committee to help improve diversity among faculty, staff, and students.

8. Innovations in Programs and the Learning Environment The school redesigned its MBA program curriculum to enhance students global perspective and deepen their understanding of individual industries using an approach that mirrored the complex multicultural and politically charged decision-making processes required in the global economy. We reexamined all courses offered to undergraduates and graduates, resulting in (to take one example) the elimination of 21 courses in the Department of Management.
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The school also established an 18-month technology management MBA program designed for experienced scientists and engineers. We also established a new 18-month masters degree in Information Systems for middle-to-senior level executives. The programs were designed with the participation of a number of corporations, including Boeing, Microsoft, and Starbucks. In partnership with four universities in Taiwan, the school created a global MBA program. In a similar partnership with Yonsei University (Korea), executives from LG and other Korean corporations earned executive MBA degrees by taking courses at Yonsei and UW. The school created a NASDAQ-funded live Trading Room to teach students about financial markets. Students also managed a portion of the business schools endowment fund.

9. Cross-Campus Collaborations We established a case competition in social entrepreneurship in partnership with the UW Schools of Social Work and Public Policy. We developed a number of joint degree programs, including an MBA/MS (Engineering), an MBA/JD, and an MBA/MD and a suite of courses for graduate students in such schools as nursing, forestry, pharmacy, engineering, and computer science. The school established the Center for Technology Entrepreneurship (CTE), now called the Center for Innovation and Entrepreneurship, to promote and develop an entrepreneurial environment that would lead to the creation of vibrant and thriving high-growth, technology-oriented companies. The CTE served as an integral partner for several federal research grants awarded to other UW schools. The photonics program in the Department of Chemistry, for example, received a multimillion-dollar grant from NSF to establish a new science and technology center. It also mounted the first PhD program in the US in technology entrepreneurship, in collaboration with the College of Engineering. Students from several schools worked in interdisciplinary teams to evaluate university technologies, technology transfer and the process of creating new ventures. The CTE fellowship program provided graduate students from business, and other schools an opportunity to explore the viability of transforming research into start-up firms. The technologies and funding for the program were provided by investment bankers, university research centers, and local businesses. Leading venture capitalists provided guidance to these teams in assessing the commercial viability of technologies.

10. Building Community among Internal Stakeholders The Challenge for Charity competition among west coast business schools involves students community service and their fundraising for the charities of their choice. The school won the competition in four out of the five years of my deanship. To strengthen ties among members of the school, I hosted family picnics and holiday parties to which I invited the families of faculty and staff members.

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We appointed a staff council, similar to the faculty council, to encourage staff to advise the school on issues such as training and development, and building community and citizenship. To promote shared governance, the faculty council participated in most major decisions affecting the school. Awards recognizing the contributions of faculty and staff were chosen by their peers. We encouraged transparency in budgeting and other decision-making. This included a peerreview process in annual performance reviews and the development of budgets in close partnership with the faculty council. Once approved, budgets were shared with faculty and staff members in the monthly Deans Letters.

11. Engaging the School with the External Community We undertook several initiatives to strengthen the schools relationship with the business community, including the CFO forum, the high-tech speaker series, the Deans Business Breakfast series, the entrepreneurship brown bag lunch series, and mentorship programs. We established several new advisory boards, including the e-business advisory board, the CTE advisory board, the employers advisory board, and the global business center advisory board. We developed a strong relationship with the Colville Tribal Enterprise Corporation. The CFO forum created an exchange of information between CFOs of leading corporations and faculty members. CFOs offered faculty their perspectives on financial issues affecting the business community, while faculty shared their latest findings on finance research. The business economic development program (BEDP) matched students with minority-owned businesses. The student teams joined alumni advisers and mentors from Rotary Clubs to assist business owners in pursuing growth strategies to create jobs. The teams provided 200 to 400 hours of consulting services annually. The school developed an e-business program. More than 30 organizations supported the innovative program by providing internship and mentorship opportunities for students. The school created the back to school program for alumni. We designed programs to reconnect alumni, including the high-tech speaker series, and social networking events. The school also offered tuition breaks to alumni for short courses and made the career resource center available to them. Between 1998- 2004, annual revenues from executive education programs increased from $1 million to $7 million, with more than half of the increase coming from programs offered internationally. Annual revenues from the executive MBA programs increased from $5 million to $11 million.

University of Colorado at Denver

As dean, I led a group of 76 full-time-equivalent faculty and 50 staff members. The College of Business had 2600 students and offered undergraduate, MBA, and masters degree programs. Its graduate program was the largest in the State of Colorado. It was during my tenure at the University of Colorado-Denver (CU-Denver) that I began developing my principles of academic leadership.
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Major Achievements
1. Institutional Development The first principle was to establish a set of goals that the school wanted to achieve and to enlist a broad range of people in setting these goals. I oversaw the development and implementation of a five-year strategic plan that involved several stakeholders. I served on the steering committee of the universitys mission task force charged to redefine CUDenver as a new urban university. We sought input from communities around the State and subsequently, adopted strategies such as flexible class times and extended service hours. We also undertook several initiatives to study the multidisciplinary problems of urban society. A second principle was to heighten the awareness of the school in the outside community. The school was featured in over 100 comprehensive articles in the Denver Post, the Rocky Mountain News, and the Denver Business Journal between 1992 and 1999. To make the school a destination for transfer students, I signed articulation agreements with community colleges and other universities that significantly eased the process for students transferring into our programs. Fundraising and External Relations We established a new board of advisors, composed of 46 executives, and I recruited five business leaders to participate in the executives-in-residence program. A third principle was to recognize the critical importance of endowments. During my tenure, Richard and Pamela Bard gave the school $1.4 million to endow the entrepreneurship center, and Centura Health gave it $2.5 million to support the health administration program. The school raised approximately $1 million annually to support student scholarships and faculty development and created a $1 million Rutt Bridges Venture Capital Fund. A fourth principle I adopted was to bring the outside in. The school formed working relationships with corporations and local, state, and national organizations. Contributions from alumni increased 200 percent during 1997-99, while gifts from private funds grew by 300 percent. We hosted an annual Celebration of Success Dinner. Colin Powell, George Bush, and Margaret Thatcher gave keynote addresses, and we raised more than $1.6 million in scholarships. The school established the American Renaissance Award to recognize an individual that had contributed significantly to the American spirit. Bill Daniels (the father of the US cable industry) was a recipient of this award.

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3. Faculty, Staff, and Research Issues Between 1992 and 1998, the number of research grants in the school doubled. A fifth principle was to increase the emphasis on faculty development. We initiated a faculty externship program to give faculty an opportunity to spend a summer working for a firm. Between 1993 and 1998, we hired 16 new faculty members on tenure track positions, including one Native American, one Hispanic, eight women, and three Asians.
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4. Programs and Centers We established five new centers: the Center for Quality and Competitiveness, the Center for Health Administration, the Center for Entrepreneurship Development, the Center for Information Systems Management, and the Center for Environment Management, funded entirely by industry. The school was designated as a Center for International Business Education and Research by the US Department of Education, one of only 30 schools in the country to be so designated. We introduced a new graduate degree program in international business and an 11-month MBA program. The school also created customized, on-site MBA programs for Storage Tek and Lockheed Martin. I oversaw the executive MS program in health administration and shared oversight of the executive MBA program with the other University of Colorado campuses. The school introduced several dual-degree programs, including MD/MBA, MBA/M.Arch., MBA/MS (nursing), and MBA/MA (economics).

5. Students Student enrollments in our programs increased by 15 percent between 1995 and 1998. The application base for the graduate programs increased by 42 percent between 1996 and 1998. We established an innovative program in which 150 business executives acted as mentors to students. The program matched executives with students interested in their industries. Every student admitted to the college was assigned a faculty advisor to act as an academic mentor. We established the African-American Business Students Alliance to promote mentoring of African-American students. Twice a year, we held a Deans Opportunity Breakfast for minority high school students. As many as 150 students participated in this program over three years. The school had the highest number of international students of any schools on the campus. Student enrollments in the college were 50 percent female and 50 percent male. We developed a highly successful program where teams of graduate students and faculty provided consulting to local businesses.

6. Service and Recognitions In recognition of my contribution, I was awarded the University of Colorado University Medal. The schools faculty passed a resolution stating its overwhelming support of my deanship. I served on the campus wide strategic planning committee, and as a member of the search committee for the dean of the College of Liberal Arts and Sciences.

University of Louisville
I taught courses in operations management, management information systems, and advanced manufacturing systems, and chaired and served on the committees of several PhD students. I conducted research and published in the fields of manufacturing flexibility, production scheduling, and management information systems and provided executive education to senior executives.
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Major Accomplishments
I was instrumental establishing the Telecommunication Research Center and provided the leadership for its operations and faculty research. The center provided grants, technology, facilities, and industrial contacts to faculty to promote interdisciplinary research. I was active with the local business community, including the Louisville Chamber of Commerce, the Manufacturing Technology Council, Humana Corporation, and Alliant Health Systems. I served on a number of dissertation committees for students from the School of Engineering. We developed a new curriculum for management information systems and operations management. We also developed a course on operations management consulting. I led an effort to merged two departments located in two different schools of the university. I served on a number of university-wide committees: President's Commission on Academic Excellence (1989- 90), President's Research Initiative Fund Advisory Committee (1991-1992), Graduate Studies Committee, School of Business (1991- 1992), University Committee on Awards and Decorations (1991- 1992), Graduate School Research Council (1990 -1992), and University Senate Ad hoc Committee on Presidential Review (1991).

University of Manitoba
I led a group of 11 faculty in the Department of Actuarial and Management Sciences, responsible for managing budgets, faculty and staff recruitment and retention, student recruitment and advising, oversight and coordination of curriculum, course assignment and scheduling, and liaison with the deans office and other parts of the university.

Major Accomplishments
We recruited faculty, streamlined the content of operations management and management science core courses, started a research seminar series, and a visiting-scholars program. We raised resources for the first endowed chair in actuarial science in the department. Every member of my department had externally funded research grants and was active in publishing. I served on a number of university and school committees: Promotions Committee, Tenure Committee, Curriculum Review Committee, Senate Committee on Instructions, Canadian Institute of Industrial Technology/Users Committee, University Research Committee, Graduate Studies Committee, and Department Head of Public Policy Department Search Committee.

AWARDS AND RECOGNITIONS (Selected Examples)

Recipient of the University of Colorado Medal (2000). The regents of the university award this medal to those few individuals who have made major contributions to the service mission of the university. In addition, the regents unanimously approved a motion of appreciation for my service. Golden Key Scholastic Honor Society, Inducted 1993; Beta Gamma Sigma, Inducted 2000; Phi Kappa Phi Honor Society, Inducted 2005.
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Listed in Who's Who in the World, Whos Who Registry of Business Leaders, and Harvard Business Schools Profiles in Business & Management: International Scholars and their Research. Ranked number one production and operations management scholar in the country for contributions made to the field. Journal of Operations Management, Vol. 14, No.1, March 1996. President's Award for Outstanding Scholarship, Research and Creative Activity, 1991, University of Louisville. This was the first such award received by a School of Business faculty member. Founding member of the Initiative for Global Development. This initiative co-chaired by Bill Gates, Sr. represents a group of peers from business, government, academia, philanthropy, and civil society working together to end poverty by harmonizing the work of all sectors. Asian American Living Pioneer Award, Northwest Asian Weekly Foundation, Seattle, WA, inducted 2000. I was also nominated for the 2nd Annual Fast 50 2002 Global Readers Challenge Award. Member of the Joint Task Force of the Pacific Council on International Policy and Observer Research Foundation on India - US Relations: A Vision for the Future, June 2005. I was featured in a video entitled: Deans on Deaning to train new deans of business schools. The video is produced by the AACSB International. I have also served on numerous committees of the AACSB including Committee on Issues in Management, Nominating Committee, Accreditation Application Review Committee, Executive Committee, Articles and Bylaws Committee, and Blue Ribbon Committee on New Business Accreditation Standards. University of Louisville awards: Outstanding Teaching Award, Department of Management, 1991; Outstanding Research Award, School of Business, 1990; Excellence Award, Department of Management, 1990; Outstanding Research Award, Department of Management, 1989; Excellence Award, School of Business, University of Louisville, 1989. I served on an 18-month long study on Harbor Development Strategy that provided the Port of Seattle the strategic directions and set policies to guide the future of the seaport I served on various committees of the chamber of commerce in Louisville, Denver, and Seattle. These committees included Committee on Total Quality Transformation, Advanced Technology Council, and Committee on Manufacturing Technology. I served on the India Initiative Working Group of the Digital Partners to map out initiatives bringing together community leaders o create market-driven solutions for bridging the Digital Divide. This organization was created with initial support from the Kellogg, Ford and Rockefeller foundations. Strategic Planning Committee, Centura Health (State of Colorado). Distinguished Visiting Scholar, Department of Systems Engineering and Engineering Management, Chinese University of Hong Kong, May-June 1995. I was a member of the Advisory Board for the Herbert H. Humphrey Fellowship Program at the University of Washington, 2001-2003.
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COLUMNS IN THE WASHINGTON POST

I contribute regularly a column (blog) on leadership to the Washington Post. Please see my recent columns at http://views.washingtonpost.com/leadership: Too big to U-turn: A company is asking for trouble when it becomes so big, when its profits are so great, that it believes it can do no wrong. GM's woes are the woes of a company that stopped scanning the landscape to see how the industry could be changing, a company that stuck to the same old formula for success and neglected true innovation. November 15, 2010. Dems need new blood: If the Democrats' congressional leadership is unchanged after the party has taken such a hit, it might well create the additional problem of discouraging frank and open conversation about the necessary changes that the Democrats must consider. November 9, 2010 The people have spoken--listen and speak back: I thought it was telling that President Obama went on Jon Stewart's show last week and complained that the public wasn't aware of everything his administration has accomplished. Who exactly is to blame for that? The president and his team, who have let their opponents, define them. November 2, 2010 Christie is taking a short-sighted approach: Governor Christie may deserve credit for addressing New Jersey's budget problems, and he may be scoring points in certain quarters with his various cuts. However, he appears to be taking a short-sighted approach that could cause his state harm in the long run. Consider the impact on education, for example. October 12, 2010 Respect your advisers: President Obama has the difficult task of serving as a commander-in-chief without a military background, while working with career military people. He's not the first president in this position, of course. It just means he has to be extremely well prepared on military matters. He doesn't need to know nitty-gritty details... September 28, 2010. The Tea Party reveals our leadership vacuum: The Tea Party can be viewed as a manifestation of the current anxiety and uncertainty. This sort of thing can be expected when unemployment is at nearly 10 percent, not counting, September 21, 2010. Obama and Fenty guilty of poor communication: Leaders are the ones who create consensus. That might sound like a contradictory phrase, but it's true; people will follow leaders who clearly explain the reasons why their proposals and programs address the public's needs. September 14, 2010. Becoming a leader your team is proud of : If you're a top leader, you need to understand that your words and your behavior set the tone, the culture, and the values within your organization. If you seem distant and detached, the organization will take on... August 31, 2010. Defending the diversity we cherish: President Obama did the right thing in his initial comments by providing a broad overview of the issue. He essentially said: This is America, where we respect the rights of individuals, we honor the freedom to worship and the freedom to express one's views, and we revel in the diversity that has made ours a society envied the world over. August 23, 2010. Congressmen and women need rest too: We could show these officials our appreciation by letting them enjoy their six-week holiday before they get back to the serious work at hand. Insisting they stay tied to their desks like Bob Cratchit wouldn't do them or us any good. August 16, 2010.
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HP needs a leader who is a role model: Leadership is about being a role model for the entire organization; it's about leading your people with character, compassion, competence, and constancy of purpose. August 9, 2010. Do the right thing even if it hurts: The president could have said, "Look, folks, this is the consequence of the dangerous way we quench our thirst for energy. This has to change, and we need to start changing now." Political success is often a matter of timing, and here the president blew a chance to create significant progress on a major issue. August 3, 2010. The 'focused factory': As Wickham Skinner wrote back in 1974, organizations should focus on a specific task and not allow themselves to become distracted by an array of goals and missions that could conflict with one another. July 19, 2010. Dissension in the ranks: The President as a leader needs to let his team know he will not tolerate selfish behavior that distracts from the important work at hand. June 29, 2010. Cutting to the bone doesn't help: It's the true leaders who can make a recalcitrant public understand that the short-term plan isn't always in the nation's best interests June 22, 2010. The least-valuable-player award: A president must demonstrate that he appreciates people's problems and predicaments, that he is, in fact, one of us. June 15, 2010. Seed planters not bean counters: The wise entrepreneurs know when to exit. June 8, 2010. Cutting wisely: By cutting equally across the board, you might be trimming some fat, but you're also likely harming programs that are doing well and are deserving of more support. May 25, 2010. The test of a meritocracy: Our university system should be a point of pride for us. The American system works because we believe in merit. May 18, 2010. Caring for society: A justice has to care about the law, but I think a justice also must care about society. Ms. Kagan's background in academia speaks to this requirement. May 11, 2010. Time for a real energy policy: I realize that a tax increase would be unacceptable to many people, but serious thought must be given to an enhanced tax on gasoline. May 4, 2010. Shortsighted leadership: I don't see Gov. Jan Brewer's action as a matter of boldness. It's simply a wrong action. April 27, 2010. Rising to the occasion: Leadership is as much about symbolism as about anything else. By taking part in these test flights, the CEOs of British Airways and KLM are letting passengers know that they are confident that air travel is safe again. April 20, 2010. The duty of leaders: This level of ignorance is, in itself, a high-risk problem, making it that much tougher - and that much more urgent - for our leaders to guide the way toward a threat-free future. April 13, 2010. A matter of trust: That's something the best leaders do - show humility and appreciation for the fact that success is a collaborative thing. April 06, 2010.
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Myopic move from the 'party of no': The Social Security, Civil Rights, and Medicare acts were all strenuously opposed and lambasted as catastrophes in the making. Fortunately, fearful opposition didn't stop their passage. March 23, 2009. The price of missed opportunity: Health-care has been an unnecessarily difficult struggle, providing fodder for Obama's opponents as the midterm elections draw nearer. March 18, 2010. Right to reprimand: The message should be that we will always stand by our allies, but we will let them know when their behavior falls short of what we expect. March 16, 2010. Socially conscious movies: Like a good leader, a good movie is always educating. March 9, 2010. Who's running the show?: Take JFK in the Cuban Missile Crisis as a model: He met often with his advisers but left no doubt he was making the decisions. March 6, 2010. Quit in public: The president would do well to say, "Look, I smoke now and then, but I know it's unhealthy, and I'm working hard to quit." March 2, 2010. Out of step for Canada: The goal of dominating the Olympics doesn't match the usual style of our neighbors to the north. February 25, 2010. Patriotic imperative: Creating consensus is one of the main roles of a leader, and centrist citizens care more about substance than slogans. February 23, 2010. The darkness in our spirits: The key element of any good leader is a passion for putting the needs and concerns of other people before their own. February 19, 2010. Leadership, not lawyer-ship: Eric Holder should have considered the political issue from the beginning. February 16, 2010. Something-for-nothing culture: Americans have a proud history of sacrifice in times of hardship. I believe we can do it again if President Obama can inspire us to do so. February 2, 2010. Right brain, left brain: If you're aiming for the level of success Apple has enjoyed, you need the kind of synergy its leaders have created between the creative and business sides of the company. January 29, 2010. Jobs, jobs and more jobs: President Obama has to get back to what he did so well on the campaign trail: demonstrating in plain language that he understands people's difficulties. January 26, 2010. A poor communicator: Until he does a better job of communicating his message, Obama is going to have difficulty influencing the right people in Washington. January 20, 2010. Our true face: Our country shows its true face whenever we respond - anywhere, anytime, and with overflowing generosity - to catastrophic events like the earthquake in Haiti. January 16, 2010. Theater we can't afford: We need to work together instead of adding to an already-contentious atmosphere by turning Harry Reid's unfortunate choice of words into political theater. January 12, 2010.
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Don't forget hope: People need to feel that the corner will be turned and that conditions won't always be so difficult. January 5, 2010. A bad year for leadership: Fear-mongering Republicans, a president who fires a CEO, and greedy bonus-seeking executives -- Let's hope we'll see better leadership in 2010. December 16, 2009. Be like Tiger? For the "CEO of golf" or any other leader who is famous and highly regarded, transparency is crucial. He has to say everything that needs saying, and it must be in public, not on a Web site. December 8, 2009. Karzai's feet to the fire: The U.S. has had a bad habit of betting on the wrong horse, whether in the Philippines or Panama or Iran. Even Saddam Hussein was once our friend. December 7, 2009. Sealing grand alliances: A White House state dinner conveys enormous symbolism and skilled presidents like FDR have used them to seal important alliances. November 24, 2009. Dividends of giving: Stock price mostly indicates past performance; it might not indicate where a company is going. Philanthropy, on the other hand, is very much about the future. November 17, 2009. A poor salesman: President Obama has not taken a strong leadership role on health care; he didn't use his bully pulpit to spell out clearly why the nation needs this reform. November 11, 2009. Pundits and politicians: We know that the Wall Street barons and the polarizing politicians and the shouting cable pundits do not represent the best of this nation. November 3, 2009. Bad call: Having been stripped of some of authority as head coach, Jim Zorn will lose the ability to inspire success -- a quality the Redskins sorely need this season. October 27, 2009. Made in the U.S.A.: Capt. Sullenberger didn't just elevate the public's opinion of the airline industry; he also restored pride in the skill of American workers. October 20, 2009. A Confluence of Traits: If you were giving out a prize for leadership, the likely recipient would be someone who possesses not just one outstanding quality but a confluence of strong traits. October 12, 2009. A Bad Rap: I know of leaders who rely too heavily on e-mail and phone calls, and they do so at the risk of becoming aloof and disconnected from their employees. October 6, 2009. The Hollow Language of Sanctions: We've had sanctions against the Castro regime for 50 years, and Castro remains in power, in part because the U.S. is alone in imposing sanctions. September 30, 2009. Society Before Shareprice: Wall Street has a lesson to learn from its neglect of the big picture. Now it's up to the government to ensure that there is transparency on Wall Street. September 16, 2009. Nation First: The president will suffer a hit over this episode, but the greater concern is that the national agenda is sidetracked. September 9, 2009.
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Cynical, Angry, and Argumentative: Senator Kennedy showed that civility is possible even in our highly contentious era. We have to hope more politicians follow his example September 1, 2009. An Example Sorely Lacking: Kennedy's ability, even his willingness, to collaborate with members of the opposing party set an example that is sorely lacking in Washington today. August 28, 2009. Time for Plain Talk: We can't have a repeat of the mistakes made in Vietnam and Iraq, when our leaders were unable or unwilling to fully explain why we got in and how we would get out. August 25, 2009. Wistful for W.'s Resolve: Whether or not you liked George W. Bush, you have to concede that he often showed resolve. You don't see a lot of resolve in President Obama when he speaks about policies. August 18, 2009. Effectiveness, Not Exhaustion: Leaders need to free themselves periodically from work and associated stresses, and no one is too important to take a vacation. August 11, 2009. Opportunity Still Ahead: President Obama has set the stage. We must determine that we will no longer accept that only 10 percent of African American and Hispanic students who enter 9th grade graduate from college and the many other racial disparities in our society today. August 4, 2009. Explain the Economics: Obama has allowed his opponents to frame the debate with stories about long waits for care and terms such as "socialized medicine." To gain the upper hand, the president must spell out a positive, big-picture vision. July 28, 2009. Money from Taxpayers' Pockets: The response of these companies' leaders has to begin with transparency. They should promptly volunteer information about how they're making their profits and how they plan to use them. July 20, 2009. Be Our Moral Compass: The president must take this opportunity to assure the people that nobody is above the law in this country - no individual, no agency, no one. July 14, 2009. Palin's Land of Opportunity: While Palin's chances for a political future might be damaged, they aren't ruined. July 8, 2009. Forgiveness Is Beside the Point: Forgiveness is beside the point here. Once a leader has done something to shatter the trust of the people he leads, he can't get it back. June 30, 2009. Jobs Acted Properly: In the case of Steve Jobs and his medical problems, greater transparency could have had an extremely negative impact. Why make a somber medical announcement and risk upsetting the apple cart? June 23, 2009. The Spirituality of Team Work: Jackson has always been committed to the idea that people who work together can accomplish much more than individuals seeking their own personal glory, something he may have learned from his parents, who were pastors. June 15, 2009. Built on Experience: Background, beliefs, and aspirations help form the character of a leader. By sharing personal history, leaders such as President Obama and Judge Sotomayor reveal their humanity. June 9, 2009.
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Avoiding the Technical: The government should express its broad desires to see new models that are more fuel-efficient, more environmentally friendly and more in line with the kind of vehicle that fits our future. June 2, 2009. Changing Times, Changing Leaders: Board members must always bear in mind why they hired a particular CEO. If the objectives have changed, if the reasons for hiring the CEO no longer apply, then it's probably time for a new chief executive. May 26, 2009. Legal Leadership: The best jurists are able to consider different points of view as opposed to working from an agenda. May 19, 2009. Attacks, Not Advice: To criticize your successor in public is to deny him the opportunity to do his job as he sees fit. It also comes across as sour grapes. May 12, 2009. Heavy-Handed Management: You simply can't beat up on people in contract negotiations and then expect them to feel good about working for you after the dust has settled. May 6, 2009. Test of Leadership: Communicating during a potential pandemic is the ultimate exercise in crisis management and a great test of leadership. A leader has to strike the perfect balance in tone cautious but not alarmist. April 28, 2009. Last in Line for Reward: Personal sacrifice is the currency of leadership, as George Washington, Lincoln, Gandhi, King -- and now Capt. Phillips -- have shown us. Who doesn't get that message? CEOs who took bonuses while their employees suffered. April 14, 2009. The Power of Goodwill: Our security, economy, and influence in the world depend on good relations with allies. This is Obama's chance to re-establish the notion that the U.S. president is still the leader of the free world. April 6, 2009. Why was Wagoner Fired?: The president has yet to articulate how things are going to be better with Rick Wagoner out and a new executive in. March 30, 2009. Cool the Anger, Negotiate with Congress: Leaders often must be educators, and President Obama needs to educate the public. Better decisions are made when they aren't based on the kind of overheated emotion we're seeing. March 23, 2009. Pay Cuts: More Than Just a Gesture: A pay cut has the symbolic value of showing that a leader cares about the hardships of those hurting from the economic recession. March 16, 2009. More Holistic Thinking?: It's not unreasonable to make the case that women managers might have handled the Wall Street meltdown in a different, more effective way, but the focus should be on having the best minds, and that means women AND men. March 9, 2009. Man on the Moon: Just as JFK could convince a janitor to work toward putting a man on the moon, so Obama must define health care reform as an important challenge. March 2, 2009. An Urgent Goal: When the stakes are high -- as during the Civil War, today's recession or the situation in Israel and Palestine -- the need to unite far outweighs the need for any person to put forth his or her individual policy. February 23, 2009.
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The Many Faces of "Gandhi": Richard Attenborough's 1982 film "Gandhi" shows there is no one single characteristic of leadership. Rather, a great leader is made from a confluence of great traits. February 17, 2009. The Danger in Layoffs: The desperation to reduce payroll can replace rational thinking, but arbitrary layoffs can mean losing good workers who are essential to the survival of the company. February 10, 2009. . Something For Nothing: Any rational person can see that these bonuses for senior managers have nothing to do with either rewarding stellar performance or trying to avoid the loss of exceptional talent. February 3, 2009. Defining Life Experiences: Don't be fooled by a person's short resume: He or she still might have made many career and life choices that show commitment, understanding and a capacity to learn, grow and lead. January 26, 2009.

RECENT SPEECHES, LECTURES, AND PRESENTATIONS (Selective) Speeches/Interviews Available on Youtube U.S. Economy, C-Span , Washington DC Resilience, Rhythm, and Renewal, TEDx Beyond Wisdom: Business Dimensions of an Aging America": The Elizabeth L. Rodgers, MD, Visiting Lecture in Geriatric Medicine. (Selected as the Speech of the Month by Vital Speeches) The Business School as Full Flight Simulator, Goddard Space Station, NASA, August 13, 2010. Globalization- at the Legg Mason Investment Counsel Intellectual Capital Conference, Baltimore. The success of the Indian American Diaspora, PBS Television, Washington DC Inside Nevada interview: MyNws3, Las Vegas, NBC Affiliate, August 2, 2010. Diversity and Inclusion, Keynote for Legg Mason Diversity Conference Innovation for Humanity Project, Mundo Empresarial, Lima, Peru. The Globalized Future, Johns Hopkins Magazine. Energy, What Now? Johns Hopkins Magazine. Focus of Innovation, Johns Hopkins Magazine. Role of Government, Johns Hopkins Magazine. Learning from Crises, Johns Hopkins Magazine. Global Power Center, Johns Hopkins Magazine. Interview with Tokyo Weekender, Tokyo, Japan, April 3, 2010.
Other Speeches Innovation Key to Success, Rotary Club, Baltimore Slow Sputnik: Our Competitiveness, Northrop Grumman, Baltimore Entrepreneurship: Address to the attendees of the 2009 Entrepreneurship Conference in Washington, D.C. Global Competition, to representatives of steel-related industries, Antalya, Turkey. October 25, 2008, The Four Imperatives of Globalization, The World Trade Center Institute, Embassy Day Op-ED Pieces For Business Schools, Economic Crisis Points Way to Change, Chronicle of Higher Education, November 28, 2010. Building a Better Business Student, BizEd, November/December 2010. Carbon and climate change: Why are we behind? Washington Post, Aug. 8, 2010
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In FDR We Trust: Today's leaders should summon the spirit of our 32nd president if they want to regain our faith, Forbes.Com, July 21, 2010. Digging Deep For Leadership, Forbes.Com, opinion piece, June 15, 2010 A Business School Model, New York Times, June 18, 2010 Start Handing out Green Cards with Diplomas, Forbes.Com, opinion piece, May 20, 2010 What's next for 'drill, baby, drill'? Washington Post, May 9, 2010 Did Canada make an Olympic-size flop? Washington Post, Feb. 28, 2010 Is the attorney general wrong on terrorism trials? Washington Post, Feb. 21, 2010

Interviews Daring to Innovate: Johns Hopkins Carey Business School, Newsroom-Magazine.com, Nov 2010 The Business School for Anti-MBAs, Fortune and CNN Money , Oct 25, 2010 Hopkins' New Business School, Forbes.Com, August 11, 2010 10 Most Innovative Courses: Forbes, August 9, 2010 Management Business Schools, Eine einzigartige Gelegenheit fr Neuerungen, Financial Times Deutschland Serie, July 21, 2010. Hopkins business school begins move to Harbor East, Baltimore Business Journal, July 19, 2010 Opportunity for Change, Financial Times, July 11, 2010 Carey Business School's first Global MBA class takes shape, JHU Gazette, July 6, 2010 Look ahead and count the Carey School among Top-10 MBA programs, MBAAdmissionsStudio.com, May 31, 2010 Meet the Indian-American deans of B-schools, India Abroad, May 21, 2010 Building a Business School from Scratch, ManhattanGMAT.com, May 20, 2010 How Carey Plans to Innovate Biz Education, BSchoolAdmissionsFormula.com, May 20, 2010 Q&A with the Carey Business School's, JHU Gazette, May 17, 2010 Indian-American business school deans, Economic Times of India, May 16, 2010 Needing a lesson in 'business with humanity, Baltimore Sun, May 15, 2010 Business School News, BusinessBecause.com, May 15, 2010 Case Study: How to Build a B-School, BusinessWeek, May 13, 2010 Business Schools Place Greater Emphasis on Ethics and Globalization, TopColleges.com, May, 2010 The New Global MBA at Carey, BschoolAdmissionsFormula.com, May 12, 2010 Johns Hopkins Builds a B-School from Scratch, BusinessWeek, May 10, 2010 Meet the Indian-American deans of US B-schools, Rediff.com, May 10, 2010 The Post-Crisis MBA, Inside Higher Ed, May 5, 2010 Economic crisis leads business schools to meld ethics into MBA, USA Today, May 5, 2010 Nurturing Leaders for Health Care, New York Times, April 26, 2010 America needs to keep foreign students after graduation to spur innovation, Baltimore Business Journal, opinion piece, April 16, 2010 Toyota chief to be put to test, Pittsburgh Tribune-Review, Feb. 24, 2010 Execs can't win in testifying on Capitol Hill, Los Angeles Times, Feb. 23, 2010 The fine art of being an easy target on Capitol Hill, Baltimore Sun, Feb. 23, 2010 Toyota president to learn fine art of being an easy target on Capitol Hill, ATT.net, Feb. 23, 2010 Johns Hopkins Business School-Interview with Yash Gupta, Japan Nikkei Daily Carey Business School and its Global MBA Program, Dr. Education: Indian Education Blog The Future of Business Schools 2009 Q & A, The Financial Times, June 5, 2009 Improving the Relevance of University Business Schools, American Jr. of Business, Spring 2009 The importance of ethics, business education in BRIC countries, and the balance of research vs. teaching, The International Herald Tribune, Great Ideas Podcast, Johns Hopkins University
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RESEARCH Citations of Research Contributions

My research contributions have been cited over 1200 times (based on the SSCI and Google Scholar).

Research Projects in Progress

Identifying critical risks in supply chains; measuring supply chain flexibility and agility; modeling relationships between business strategy, supply chain flexibility, manufacturing flexibility, and organizational performance. Studying enterprise resource planning implementation and identifying strategies that would enable an organization to achieve expected outcomes. What really works in hospitals to achieve strategic success? A study of strategic innovations in hospital industry.

Manuscripts under Review or Development

1. Time, Money and Medicine: Lessons from the Implementation of an Innovation in an Emergency Department (with A. Ezzeddine and T. Somers). 2. Improving Productivity and Employee Satisfaction in Hospital Emergency Departments: A Case of Lean Production Application (with A. Ezzeddine and T. Somers). 3. The New Private Sector: Transnationally Networked NGOs (with S. Perelli and T. Somers). 4. IT Maturity, E-Business Initiatives and Supplier Quality Management: Antecedents of Supply Chain Management System Satisfaction (with Bertie Greer and Toni Somers). 5. A Study of Lean Production Application in a Project Management Environment: A Case Study (with Lisa Eshbach and Toni Somers).

Research Grants
State of Colorado -- A Proposal entitled "Educational Technology: Delivering Program in Business Administration via Audio and Video Conferencing Technologies," (CO-PI) ($835,000). AT&T Foundation -- A proposal entitled: "The Enhancement of the School of Business Technological Capabilities for Student Learning," Equipment Donation Program (Co-PI) ($155,000). AT&T Foundation -- Equipment gift for UNIX setup at the University of Louisville, (Co-PI) ($600,000). GE Appliance Park - Grant for Students (1991). GE Appliance Park -- Funding for graduate students conducting research in the areas of manufacturing, inventory management and quality management, ($45,000). Alliant Health Systems -- Research in the area of patient focused hospitals and quality management in the healthcare industry, ($12,000). Bell South Foundation -- Study the applications of telecommunications in areas including business, engineering, medicine, and dentistry at the University of Louisville (Co-PI) ($1.3M). South Central Bell -- Study of applications of ISDN in home-based businesses and the feasibility of telecommuting, ($33,000). Colorado Commission on Higher Education-- Development of Distance Learning Programs in Business ($835,000) Canadian Embassy Grant to hold one-day conference on Free Trade Deal, 1989. Graduate School Small Grant, University of Louisville, 1988.
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Natural Sciences and Engineering Research Council of Canada, 1988- 91. University of Manitoba Research Grant, 1987. Ohio Research Challenge Grant (Co-PI), 1986. Social Sciences and Humanities Research Council of Canada Strategic Grant, 1985. Canada Employment and Immigration Summer Grant, 1983, 1984. Canada -Employment and Immigration Work Study Grant, 1983, 1984. Social Sciences and Humanities Research Council of Canada Strategic Grant, 1984. Transport Canada Research Grant, 1984. University of Manitoba Academic Development Grants and Outreach Grants, 1984. University of Manitoba Post Doctoral Fellowship Grant, 1983, 84. Manitoba Department of Labor Grant, 1983. Natural Sciences and Engineering Research Council of Canada, 1982, 1983, 1984. Social Sciences and Humanities Research Council/University of Manitoba Grant, 1982, 1983. Natural Sciences and Engineering Research Council/ Memorial University Grant, 1982. Social Sciences and Humanities Research Council/Memorial University Grant, 1981, 1982.

Editorial Work
Program Chair, Annual Meeting of the Production and Operations Management Society, Boston, October 1993. Member, Decision Sciences Institute, Publications Committee (1992-1995). Area Editor, Productions and Operations Management Journal. Editor, Production Operations Management Division, Canadian Journal of Administrative Sciences (1988-91). Guest Editor, The European Journal of Operational Research - issue on Manufacturing Flexibility. Member, Editorial Board, International Journal of Management and Systems, 1985-88. Guest Editor, Computers and Operations Research - special issue on the Application of Genetic Algorithms in Business and Computer Science. Guest Editor, The International Journal of Human Factors in Manufacturing - special issue on Implementation Issues of Advanced Manufacturing Systems. Acted as external reviewer for promotions and tenure decisions for many schools including: RPI, Southern Illinois University, State University of New York, University of Windsor, City University of New York, Wayne State University, Notre Dame University, and Hong Kong City Polytechnic University. Reviewed grant proposals for the Natural Sciences and Engineering Council of Canada and the National Science Foundation. Member, Editorial Board, Technovation: The International Journal of Technological Innovation and Entrepreneurship, Mid-Atlantic Journal of Business. Reviewed papers for several leading journals including Management Science, OPSEARCH, IEEE Transactions on Reliability, IIE Transactions, MIS Quarterly, International Journal of Production Research, The Journal of Operations Management, Computers and Operations Research, Omega, The Journal of Intelligent Manufacturing, The Journal of Manufacturing Systems, The European Journal of Operational Research, Naval Research Logistics, IEEE Transaction on Engineering Management.

Invited Articles & Editorial Opinions (Peer Reviewed)

A Work in Progress: Transforming the University of Washington Business School, in Elite MBA programs at Public Universities: How a Dozen Innovative Schools are Redefining Business Education, Wolverton, M. and Penley, L. (editors), Praeger, 2004, 35-47.
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Guest Editorial: Introduction to Special Issue on Genetic Algorithms, Computers and Operations Research, Vol. 22, No. 1, 1995, 3 (with Anup Kumar). Guest Editorial: Implementation of Advanced Technological Systems, International Journal of Human Factors in Manufacturing, Vol. 4, No. 1, 1994, 21-22 (with H. Parsaei). Different Perspectives of Inventory Management among Physicians and Hospital Administrators, American Journal of Surgery, Vol. 164, July 1992, 1-2 (with L Sussman). Team Management Approach, Maynard's Industrial Engineering Handbook, Fourth Edition, Chapter 11, Hodson, W.L. (Editor), McGraw-Hill, Inc., New York, 1992, 7.195-7.214.

Articles Published (Refereed Journals)

132. Impact of Environment and Task Characteristics on End-User Information Satisfactoriness, Information Systems Research, Vol.15, No. 2, 2004, 175-193(with D. Chin, J. Karimi, and T. Somers). 131. Solving the capacitated lot-sizing problem with backorder consideration, Journal of Operational Research Society, Vol. 52, No. 8, 2001, 952-959 (with CH Cheng, MS Madan, and S. So). 130. Impact of Information Technology Management Practices on Customer Service, Journal of Management Information Systems, Vol.17, No.4, 2001, 125-158 (with J Karimi and T. Somers). 129. The Effects of MIS Steering Committees on Information Technology Management Sophistication Journal of Management Information Systems, Vol.16, No.2, 2000, 207-230 (with J Karimi, A. Bhatacharjee, and T. Somers). 128. The Relationship between Market Orientation and Performance in the Hospital Industry: A Structural Equations Modeling Approach, Healthcare Management Science, Vol. 3, No. 3, 2000, 237-247 (with PS Raju, S. Lonial, and Z. Craig). 127. A Study of the Usage of Computer and Communication Technologies for Telecommuting, IEEE Transactions on Engineering Management, Vol. 47, No.1, 2000, 26-39 (with J Karimi and T. Somers). 126. An Empirical Examination of Congruence between Manufacturing Strategy and Business Strategy, Production and Operations Management, Vol.7, No.3, 1999, 243-264 (with S. Lonial). 125. An Empirical Examination of the Relationship Between Personal Computing Problems and Critical Success Factors for Information Centers, Decision Sciences, Vol.30, No.2, 1999 (with T. Guimaraes). 124. A TSP Based Heuristic for Forming Machine Groups and Part Families, International Journal of Production Research, Vol. 36, No. 5, 1998, 1325-1337 (with C.H. Cheng, W.H. Lee, and K.F. Wong). 123. Relating Competitive Strategy and Information Technology Sophistication, IEEE Transactions on Engineering Management, Vol. 44, No. 4, 1997, 399 - 413 (with J Karimi and T. Somers).
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122. The Congruence Between an Organization's Competitive Strategy and IT Leader's Rank and Role, Journal of Management Information Systems, Vol. 13, No. 1, 1996, 63-88 (with J. Karimi and T. Somers). 121. Business Strategy, Manufacturing Flexibility and Organizational Performance Relationships: A Path-Analytic Approach, Production and Operations Management, Vol. 5, No. 3, 1996, 204-233 (with T. Somers). 121. Impact of Competitive Strategy and Information Technology Maturity on Firms' Strategic Response to Globalization, Journal of Management Information Systems, Vol. 12, No. 4, 1996, 83116 (with J Karimi and T. Somers). 120. A Genetic Algorithm Based Approach to Cell Composition and Layout Design Problems, International Journal of Production Research, Vol. 34, No.2, 1996, 447-482 (with M. Gupta, C. Sundaram, and A. Kumar). 119. A Genetic Algorithm for Distributed System Topology Design, Computers and Industrial Engineering, Vol. 28, No. 3, 1995, 659-670 (with A. Kumar, H. Parsaei and R. Pathak). 118. Computer Integrated Manufacturing: Taxonomy of Research and Design Issues, Production and Operations Management Society Journal, Vol. 4, No. 4, 1995, 360-380 (with C. Chung, Raj Veeramani, and J.J. Bernardo). 117. Telecommuting: Problems Associated with Communications Technologies and Their Capabilities, IEEE Transactions on Engineering Management, Vol. 42, No. 4, 1995, 305-318 (with Toni Somers and J. Karimi). 116. Minimizing Intercell and Intracell Moves in Cellular Manufacturing: A Genetic Algorithm Approach, International Journal of Computer Integrated Manufacturing Systems, Vol. 8, No. 2, 1995, 92-101 (with M. Gupta, C. Sundaram, and A. Kumar). 115. A Confirmatory Factor Analysis of the User Information Satisfaction Instrument, Information Systems Research, Vol.6, No. 2, 1995, 177-188 (with W. Doll, T. Raghunathan, and J. Lim). 114. Marketing Orientation and Performance: An Analysis of the Hospital Industry, Healthcare Marketing Journal Vol. 15, No. 4, 1995, 34-41(with S. Lonial, and PS Raju). 113. Genetic Algorithm based Reliability Optimization for Computer Network Expansion, IEEE Transactions on Reliability, Vol. 44, No. 1, 1995, 63- 72 (A. Kumar and R. Pathak). 112. Genetic Algorithm Based Approach for File Allocation on Distributed Systems, Computers and Operations Research, Vol. 22, No.1, 1995, 41-54 (with A. Kumar, R. Pathak). 111. Organizational Life Cycle: A Review and Proposed Direction for Research, Mid Atlantic Journal of Business, Vol. 30, No. 3, 1994, 269-294 (with David Chin). 110. Assessing the Effect of Change in Advertising Strategy Through the Use of Intervention Methods, Journal of Information and Optimization Sciences, Vol. 15, No. 2, 1994, 179-193 (with Toni Somers).
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109. Synergistic Payoffs in Indo-US Strategic Alliances, Technovation ,Vol.14, No. 6, 1994, 395-406 (with A. Parvatiyar). 108. Applications of Neural Networks in Manufacturing Management Systems, Production Planning and Control, Vol. 5, No. 3, 1994, 258-270 (with Godwin Udo). 107. A Heuristic for Designing Cellular Manufacturing Facilities, International Journal of Production Research, Vol. 32, No. 1, 1994, 125-140 (with S. Heragu). 106. Rohm and Haas Kentucky Plant: A Case of Excellence in Manufacturing, Production and Operations Management, Volume 3, No. 3, 1994, 181-201 (with Daniel Ash). 105. Minimizing Flow Time Variance in a Single Machine Using Genetic Algorithm, European Journal of Operational Research, Vol. 70, No. 3, 1993, 289-303 (with M. Gupta, and A. Kumar). 104. Issues in Management Information Systems Planning, Technovation, Vol. 13, No. 8, 1993, 533544 (with Tor Guimaraes). 103. Manufacturing Decisions and Business Strategy: An Empirical Relationship, Manufacturing Review, Vol. 6, No. 2, 1993, 87-100 (with Toni Somers). 102. Statistical Process Control at Motorolas Austin Assembly Plant, Interfaces, Vol. 23, No. 2, 1993, 84-92 (with Sanjoy Kumar). 101. Operations Planning and Scheduling Problems in Advanced Manufacturing Systems, International Journal of Production Research, Vol. 31, No. 4, 1993, 869 -900 (with M. Gupta and G. Evans). 100. Factory Automation and Integration of Business Functions, Journal of Manufacturing Systems, Vol. 12, No. 1, 1993, 15-23 (with Toni Somers). 99. Relationship between Environment, Strategy-Making (Analysis and Innovation) and Organizational Life Cycle, Technovation, Vol. 13, No. 1, 1993, 27-44 (with David Chin). 98. A Relationship between an Organizational Life Cycle and an Organization's Strategic Orientation: An Empirical Examination, International Journal of Management, Vol. 9, No. 2, 1992, 215-227 (with D.Chin). 97. Quality Control in Manufacturing Systems: M/G/1 Queuing with (N+1) Different Inspection Rates, Journal of Information and Optimization Sciences, Vol. 13, No. 2, 1992, 279-291 (with A. Alfa). 96. Order-Winning Criteria and factory Automation: An Empirical Study, Computer Integrated Manufacturing Systems, Vol. 5, No. 2, 1992, 219-228 (with Toni Somers). 95. An Empirical Examination of the Strategic Orientation of JIT and Non-JIT Manufacturing Organizations, Computer Integrated Manufacturing Systems, Vol. 5, No. 2, 1992, 181-189 (with S. Lonial and G. Mangold).
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94. Impact of Electronic Data Interchange and Standards on Organizations, Industrial Engineering, Vol. 24, No. 8, 1992, 25-29 (with Gia Neel). 93. Attitudes and Turnover Intentions of Information Center Personnel, Information and Management, Vol. 22, 1992, 151-160 (with T. Guimaraes and T. Raghunathan). 92. Comparative Analysis of Lot-sizing in Multi-stage Systems: A Simulation Study, International Journal of Production Research, Vol. 30, No.4, 1992, 695-716 (with Y. Keung and M. Gupta). 91. Patient-Focused Hospitals: Creating a Competitive Edge, Industrial Engineering, Vol. 24, No. 11, 1992, 62-66 (with Todd Gedde). 90. Flexibility Tradeoffs in Flexible Manufacturing Systems: A Simulation Study, International Journal of Production Research, Vol. 30, No. 3, 1992, 527-557 (with S. Goyal). 89. The Measurement of Manufacturing Flexibility, European Journal of Operational Research, Vol. 60, 1992, 166-182 (with Toni Somers). 88. Flexible Manufacturing Systems Flexibility and Availability: An Information Theory Approach, Computers in Industry, Vol. 17, 1991, 391-406 (with M. Gupta). 87. Strike Activity in Three Professions, International Journal of Manpower, Vol. 12, No. 7, 1991, 916 (with T. Somers and A. Smith). 86. The Role of Information Technology in the Securities Markets, Encyclopedia of Microcomputers, Vol. 9, 1991, 85-94 (with Fred Siegel). 85. Quality Control of M/G/1 Queues with Server Vacation, OPSEARCH, Vol. 28, No. 4, 1991, 237248. (with A.S. Alfa). 84. The Chief Executive Officer and the Chief Information Officer: The Strategic Partnership, Journal of Information Technology, Vol. 6, 1991, 128-139. 83. Strategic Cost Measurement for Flexible Manufacturing Systems, Long Range Planning, Vol. 24, No. 5, 1991, 34-40 (with R. Sriram). 82. An Examination of the Relationship Between Manufacturing Strategy and Marketing Objectives, International Journal of Operations and Production Management, Vol. 11, No. 10, 1991, 33-43 (with S. Lonial and G. Mangold). 81. Optimal Scheduling of Jobs about a Common Due Date on a Single Machine, International Journal of Systems Science, Vol. 22, No. 12, 1991, 2541-2552 (with C. Bector and M. Gupta). 80. A Review of Multi-Criterion Approaches to FMS Scheduling Problems, International Journal of Production Economics, Vol. 22, 1991, 13-31(with M Gupta and G. Evans). 79. An Empirical Examination of Information Systems Expenditure: A Stage Hypothesis Using the Information Processing and Organizational Life Cycle Approaches, Journal of Information Science, Vol. 17, No. 2, 1991, 105-117 (with David Chin).
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78. KBLS: A Knowledge Based System for the Selection of Lot-Sizing Models, Journal of Intelligent Manufacturing, Vol. 2, 1991, 199-211 (with Y. Keung). 77. Implications of Implementing Just-in-Time Systems, Technovation, Vol. 11, No. 3, 1991, 143162 (with S. Heragu). 76. An Empirical Examination of the Characteristics of JIT Manufactures versus Non-JIT Manufacturers, Manufacturing Review, Vol. 4, No. 2, 1991, 78-86 (with S. Lonial and G. Mangold). 75. Using Multiple Time-Series Analysis, of Assembly-Line Production of Automobile Engines: A Case Study, Engineering Costs and Production Economics, Vol. 21, No. 3, 1991, 243-258 (with T. Somers). 74. Factory Automation: A Comparison of Japanese and American Experiences, Manufacturing Review, Vol. 4, No. 3, 1991, 157 - 167 (with Toni Somers). 73. Duration of Strike as an Indicator of Duration of Peace: An Empirical Investigation of Three Industries, Employee Relations, Vol. 13, No. 3, 1991, 29-32 (with T. Somers and Art Smith). 72. Emerging Productivity and Cost Control in the Hospital Industry, National Productivity Review, Vol. 10, No. 3, 1991, 351-367. 71. Cross-functional Teams Improve Manufacturing at Motorola's Austin Plant, Industrial Engineering, Vol. 23, No. 5, 1991, 32-36 (with Sanjoy Kumar). 70. An Examination of an Engine Manufacturing Plant's Production Systems Down times and Production Standards, International Journal of Operations and Production Management, Vol. 11, No. 3, 1991, 22-38 (with T. Somers). 69. Controlling the Production Process through Statistical Process Control, Manufacturing Review, Vol. 4, No. 1, 1991, 18-32 (with Sanjoy Kumar). 68. Impact of Inflation on Economic Quantity Discount Model to Increase Vendor Profits, International Journal of Systems Science, Vol. 22, No. 1, 1991, 197-207 (with C. Bector and S. Goel). 67. A Comparative Analysis of the Performance of Alternative Discriminant Procedures: An Application to Bankruptcy Prediction, Journal of Information and Optimization Sciences, Vol. 11, No. 3, 1990, 457-471 (with P. Bagchi and R. Rao). 66. Just in Time and Trucking Industry, Production and Inventory Management Journal, Vol. 31, No. 4, 1990, 7-12 (with Van Clouse). 65. A Process Model to Study the Impact of Role Variables on Turnover Intentions of Information Systems [IS] Personnel, Computers in Industry, Vol. 15, 1990, 211- 238 (with M. Gupta). 64. Information Theoretic Approach to the Analysis of Data Processing Expenditures, INFOR: Canadian Journal of Information Sciences and Operations Research, Vol. 28, No. 3, 1990, 297-307 (with T. Somers and A. Smith).
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63. Optimal Schedule on a Single Machine Using Various Due Date Determination Methods, Computers in Industry, Vol. 15, 1990, 245-253 (with C. Bector and M. Gupta). 62. The Effect of Inflation on Generalized Economic Order Quantity, International Journal of Systems Science, Vol. 21, No. 12, 1990, 2645-2652 (with C. Bector and S. Goel). 61. Some Aspects of Expert Systems: Applications in Manufacturing, Technovation, Vol. 10, No. 7, 1990, 487-504. 60. JIT and Quality Assurance Form a New Partnership in Manufacturing Operations, Industrial Engineering, Vol. 22, No. 12, 1990, 34-40 (with Walter Willborn). 59. A Review of Multi-stage Lot-sizing Models, International Journal of Operations and Production Management, Vol. 10, No. 9, 1990, 57-73 (with Y. Keung). 58. Minimizing the Flow Time Variance in Single Machine Systems, Journal of Operational Research Society, Vol. 41, No. 8, 1990, 767-779 (with M. Gupta and C. Bector). 57. A Feasibility Study of a JIT-Purchasing System's Implementation in a Manufacturing Facility, International Journal of Operations and Production Management, Vol. 10, No.1, 1990, 31-41. 56. Analysis of Co-operative Advertising Expenditures using Transfer Function Models, Journal of Advertising Research, Vol. 30, No. 5, 1990, 35- 49 (with T. Somers and S. Herriott). 55. Linear Goal Programming as an Alternative to Multivariate Discriminant Analysis: A Note, Journal of Business Finance and Accounting, Vol. 17, No. 4, 1990, 593-598 (with P. Bagchi and R. Rao). 54. Information Technology and Securities Market, Human Behavior and Information Technology, Vol. 9, No. 4, 1990, 337-349 (with G. McCoy). 53. Computer Simulation Model of a JIT-Kanban System, Engineering Costs and Production Economics, Vol. 18, 1989, 117-130 (with M. Gupta). 52. Impact of IS Steering Committees on IS Planning, Decision Sciences, Vol. 20, No. 4, 1989, 777793 (with T. S. Raghunathan). 51. A Review of Scheduling Rules in Flexible Manufacturing Systems, International Journal of Computer Integrated Manufacturing, Vol. 2, No. 6, 1989, 356-377 (with C. Bector and M. Gupta). 50. A Quantity Discount Model from a Vendor and a Customer's Perspective, International Journal of Systems Science, Vol. 20, No.11, 1989, 2341-2346 (with S. Goel and C. Bector). 49. Optimal Ordering Quantity for Announced Price Increases, International Journal of Systems Science, Vol.20. No.11, 1989, 2347 -2350 (with S. Goel). 48. V-Shape Property of Optimal Sequence of Jobs About a Common Due Date on a Single Machine, Computers and Operations Research, Vol. 16, No. 6, 1989, 583-588 (with C. Bector and M. Gupta).
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47. Software Quality Assurance, International Journal of Quality and Reliability Management, Vol. 6, No. 5, 1989, 56-67. 46. Flexibility of Manufacturing Systems: Concepts and Measurements, European Journal of Operational Research, Vol. 43, No. 2, 1989, 119-135 (with S. Goyal). 45. A Study of CNC Machine Breakdown Behavior: Multiple Input Transfer Modeling, IEEE Transactions on Reliability, Vol. 38, No. 3, 1989, 285-295 (with T. Somers). 44. Advanced Manufacturing Systems: Analysis of Trends, Management Decision, Vol. 27, No. 5, 1989, 41-47. 43. Operator Self- Inspection: Cases and Analysis, International Journal Quality and Reliability Management, Vol. 6, No. 6, 1989, 60-70 (with W. Willborn). 42. Expert Systems and Their Applications in Production and Operations Management, Computers and Operations Research, Vol. 16, No. 6, 1989, 567-582 (with D. Chin). 41. Integrated Inventory Control Models: The Buyer-Vendor Coordination, European Journal of Operational Research, Vol. 41, 1989, 261 -269 (with S.K. Goyal). 40. Assessing the Impact of IS Executives' Critical Success Factors on IS Organizational Performance, Information and Management, Vol. 17, August 1989, 157-168 (with T. Raghunathan and P. Sundararghavan). 39. Personal Computing and Organizational Factors: A Multivariate Analysis, Computers and Operations Research, Vol. 16, No. 5, 1989, 419-430 (with T. Guimaraes and T. Raghunathan). 38. Management Information Systems Planning Analysis and Techniques, Technovation Vol.9, No.1, 1989, 63-81. 37. Human Aspects of Flexible Manufacturing Systems, Production and Inventory Management Journal, Vol. 30, No. 2, 1989, 30-36. 36. Expert Scheduling System for a Prototype Flexible Manufacturing Cell: A Framework, Computers and Operations Research, Vol. 16, No. 4, 1989, 363-378, (with M. Gupta, C. Judt and S. Balakrishnan). 35. Determination of Optimal Common Due Date and Optimal Sequence in a Single Machine Job Shop, International Journal of Production Research, Vol. 26, No. 4, 1988, 613-628 (with C. Bector and M. Gupta). 34. Analysis of Perceptual Differences of Factors Related to Participation in Decision -Making: Information Theoretic Approach, Engineering Management International Journal, Vol. 5, No. 3, 1989, 151-166, (with P. Liverpool and A. Smith). 33. A System Dynamics Model for a Multi-line Multi-stage Dual Card JIT-Kanban System, International Journal of Production Research, Vol. 27, No. 2, 1989, 309-352 (with M. Gupta). 32. Directions of Structured Approaches in Systems Development, Industrial Management and Data Systems, July- August 1988, 11-

31. Impact of Advanced Manufacturing Technology on Industrial Relations: A Comparative Study, International Journal of Operations and Production Management, Vol. 9, No. 3, 1989, 5-14 (with M.D.Yakimchu 30. Re-Designing Bank Service Systems for Effective Marketing, Long Range Planning, Vol. 21, No. 6, 1988, 48-53 (with G. Torkzadeh). 29. Organizational Issues in Flexible Manufacturing Systems, Technovation, Vol. 8, No. 4, 1988, 255-269. 28. Modeling the Interrelationship between the Uptimes and down times of CNC Machines, European Journal of Operational Research, and Vol. 37, No. 2, 1988, 254-271 (with T. Somers and L. Grau). 27. Organizational Adoption of MIS Planning as an Innovation, Omega: The International Journal of Management Science, Vol. 16, No.5, 1988, 383-392 (with T.S. Raghunathan). 26. A Preliminary Model to Determination Information System Replacement, Omega: The International Journal of Management Science, Vol. 16, No. 4, 1988, 289-296 (with T.S. Raghunathan). 25. Investigation of Downtime Behavior of CNC Machines: Time Series Models, International Journal of Quality and Reliability Management, Vol. 5, No.2, 1988, 34-47 (with L. Grau and T. Somers). 24. Linking Small Business and Modern Management Techniques, Industrial Management and Data Systems, March-April 1988, 13-19. 23. Measuring Top Management Satisfaction with their MIS Departments, Omega: The International Journal of Management Science, Vol. 16, No. 1, 1988, 17 - 24 (with T. Guimaraes). 22. Performance Measure Estimation for Repairable Systems, OPSEARCH, Vol. 24, No. 4, December 1987, 207-217 (with A. Dharmadhikari). 21. Personal Computing Problems and Support Services, Omega: The International Journal of Management Science, Vol. 15, No. 4, 1987, 467-475 (with T. Guimaraes). 20. Application of Maximum Entropy Principle in Paralleled Repairable Systems, Microelectronics and Reliability, Vol.27, No. 3, 1987, 429-436 (with A. Dharmadhikari and W. Chow). 19. Inbound Freight Consolidation under Just-In-Time Procurement: Application of Clearing Models, Journal of Business Logistics, Vol. 8, No. 3, September 1987, 74-94 (with P. Bagchi). 18. Information Theoretic Approximations for Single Server Queuing Systems, Computers and Industrial Engineering, Vol. 12, No. 1, 1987, 23-38 (with C. Bector, A. Dharmadhikari and W. Chow). 17. A Theoretical Model for Product Elimination Decisions: Application of Reliability Theory, International Journal of Operations and Production Management, Vol. 7, No. 3, 1987, 59-68.
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16. On the Use of Maximum Entropy Principle in Two-Unit Repairable Systems, Reliability Engineering, Vol. 16, 1986, 181-199 (with A. Dharmadhikari and W. Chow). 15. Optimal Bidding Policies for Civil and Mechanical Engineering Contracts, INFOR: Canadian Journal of Operations Research, Vol. 24, No. 4, 1986, 265-279 (with A. Keller and R. Bor). 14. Investigation of Availability of a Food Processing Plant, Engineering Management International Journal, Vol. 3, 1986, 221-230 (with M. Illukkumbura and A. Keller). 13. Application of Modified ZBB and Inventory Control System in Small Merchandising Businesses, Engineering Costs and Production Economics, Vol. 8, 1985, 249-262 (with T. Shastri and R. Coffey). 12. Twenty-five Years of Life Cycle Costing- Theory and Applications: Survey, International Journal of Quality and Reliability Management, Vol. 2, 1985, 51-76 (with W. Chow). 11.Analysis of 1 out of 2: G Warm Standby Repairable Systems, IEEE Transactions on Reliability, Vol. R-34, 1985, 550-553 (with A. Dharmadhikari). 10. Analysis of False Alarms Given by Automatic Fire Detection Systems, Reliability Engineering, Vol. 13, 1985, 163-174 (with A. Dharmadhikari). 9. Automatic Fire Detection Systems: Some Aspects of Reliability, Capability and Selection Criteria, Fire Safety Journal, Vol. 8, No. 2, 1985, 105-117. 8. On the Use of Power Function in the Life-time Analysis, Microelectronics and Reliability, Vol. 24, No. 6, 1984, 1035-37 (with A. Dharmadhikari). 7. Forecasting Working Capital Requirements under Capital Constraints- A Monte Carlo Simulation Approach, Engineering Costs and Production Economics, Vol. 8, 1984, 223-234 (with R. Gupta). 6. Education in Quality Assurance Management: Challenge and Opportunity, International Journal of Quality and Reliability Management, Vol. 1, No. 2, 1984, 17-25 (with W. Willborn). 5. Reliability Cost Estimation: Managerial Perspectives, IEEE Transactions on Reliability, Vol. R32, 1983, 276-281 (with T. L. Regulinski). 4. Life Cycle Cost Models and Associated Uncertainties, in Skwirzynski, J.K. (editor), Electronic Systems Effectiveness and Life Cycle Costing, Springer -Verlag, Berlin, 1983, 535-549. 3. An Integration of Short Term and Medium Term Budgets - Conceptual Framework, Cost and Management, May -June, 1983, 18-25 (with T. Shastri). 2. Inventory Management through Control Accounts, Cost and Management, July -August 1982, 4450 (with T. Shastri and R. Gupta). 1. Optimal Claiming Policies Under Price Escalation Type of Contracts, Management Decision, Vol. 20, 1982, 30-45 (with A. Keller and V. Supriyaslip).

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Articles Published In Proceedings (Refereed - Selected List)

16. Telecommuting: Problems Associated with Communications Technologies and their Capabilities, Proceeding of the Decision Sciences Institute, Hawaii, November 1994 (with T. Somers and J. Karimi). 15. Minimizing Intercell and Intracell Moves in Cellular Manufacturing: A Genetic Algorithm Approach, Proceedings of the Decision Sciences Institute, San Francisco, November 1992 (with M. Gupta, C. Sundaram, and A. Kumar). 14. Reliability Oriented Allocation of Files in Distributed Systems, Proceedings of the IEEE Symposium on Parallel and Distributed Systems, December 1991 (with A. Kumar and R. Pathak). 13. Order-Winning Criteria and Factory Automation: An Empirical Study, Proceedings of the Decision Sciences Institute, Miami, November 1991 (with T. Somers). 12. An Examination of an Engine Manufacturing Plant's Production System: Down times and Production Standards, Proceedings of the Decision Sciences Institute, San Diego, November 19-21, 1990 (with T. Somers). 11. Optimal Sequence of Jobs about a Common Due Date on a Single Machine, Proceedings of the Administrative Sciences Association of Canada, Kumar, V. (Ed), Vol. 8, No. 2, May 1987, 88-96 (with C. Bector and M. Gupta). 10. Quantity Discount Model to Maximize Vendor Profit, Proceedings of the 17th Numerical Methods Congress, Vol. 62, May 1988, 87-100 (with C. Bector and S. Goel). 9. Prediction of Corporate Bankruptcies: A Comparison of Discriminant Analysis and Goal Programming Approaches, Proceedings of the Indian Operations Research Society, New Delhi, December 1986 (with P. Bagchi and R. Rao). 8. Job Satisfaction of Accountants Antecedents and Consequences, Proceedings of the Canadian Academic Accounting Association, May -June 1983 (with T. Shastri and S. Saha). 7. Application of Computer Based Information Systems: Behavioral Issues, Transactions of the American Association of Cost Engineers, June 1982. 6. Software Systems Safety: A Critical Appraisal, Proceedings of the 7th Advances of Reliability Technology, United Kingdom Atomic Energy Authority, England, April 1982. 5. Strategic Aspects of Contract Bidding, Proceedings of the Administrative Sciences Association of Canada, Ottawa, May 1982 (with A.Keller and R. Bor). 4. A Conceptual Aspect of Project Management: Point of No Return, Transactions of the American Association of Cost Engineers, June 1981.

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3. Some Aspects of Capability and Reliability of Automatic Fire Detection Systems, Proc. of the Second National Reliability, United Kingdom Energy Authority, UK, March 1987(with S. Hart). 2. Probabilistic Financial Risk Analysis in Portfolio Type Forecasts, Proceedings of the Risk and Reliability Symposium, The University of Bradford, October 1976, (with A. Keller). 1. Financial Risk Assessment, Proceedings of the Risk and Reliability Symposium, University of Bradford, October 1975 (with A. Keller).

Conference Presentations (Selected List)

20. Business Strategy, Manufacturing Flexibility and Organizational Performance Relationships: A Path-Analytic Approach, Production and Operations Management Society Conference, Boston, October 1992 (with T. Somers). 19. Minimizing the Flow Time Variance in Single Machine Systems, TIMS/ORSA Meeting, Las Vegas, May 1990 (with Mahesh Gupta). 18. Strategy Making in Reaction to Environmental Challenges- An Organizational Development Perspective, TIMS/ORSA Meeting, Las Vegas, May 1990 (with David Chin). 17. Organizational Life Cycle and Information Satisfactoriness: An Empirical Analysis, TIMS/ORSA Meeting, Vancouver, May 1989 (with David Chin). 16. Minimization of Weighted Mean Absolute Deviation About a Common Due Date, ORSA/TIMS Meeting, Vancouver, May 1989 (with Mahesh Gupta). 15. Measurement of Flexibility of Flexible Manufacturing Systems, Canadian Operational Research Society Meeting, Montreal, May 1988 (with S. Narang). 14. IS Project Selection Mechanisms and Criteria: An Empirical Study, TIMS/ORSA Meeting, Washington, D.C., and April 1988 (with T. Guimaraes and T. Raghunathan). 13. Optimal Scheduling on a Single Machine Using Various Due Date Determination Methods, TIMS/ORSA Meeting, St. Louis, November 1987 (with C. Bector and M. Gupta). 12. A Study to Link Database Management Systems with MIS Planning, TIMS/ORSA Meeting, St. Louis, November 1987 (with T. Raghunathan). 11. Critical Success Factors Revisited, TIMS/ORSA Meeting, St. Louis, November 1987 (with P. Sundararghavan and T. Raghunathan). 10. Application of Cognitive Mapping for the Analysis of IS Personnel Work Attitudes, TIMS/ORSA Meeting, New Orleans, May 1987 (with M. Gupta and T Guimaraes). 9. Problems in End-user Computing: Testing of Some Hypothesis, TIMS/ORSA Meeting, New Orleans, May 1987 (with T Guimaraes).
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8. Analysis of DP Budgets: Application of Information Theory, TIMS/ORSA Meeting, New Orleans, May 1987 (with A. Smith and T Somers). 7. Organizational Adoption of MIS Planning as an Administrative Innovation, TIMS/ORSA Meeting, New Orleans, May 1987 (with T. Raghunathan). 6. Analysis of the Interrelationship between the Running times and Downtimes of CNC Machining Centers, TIMS/ORSA Meeting, Miami, October 1986 (with T. Somers). 5. Analysis of Cooperative Advertising Expenditures Using Transfer Function Models, TIMS/ORSA Meeting, Miami, October 1986 (with T. Somers). 4. Productivity and Operations Research, Canadian Operational Research Society Conference, Winnipeg, May 1983 (with A. Phillips). 3. Inventory Control Systems for Items Subject to Quantity Discounts, Canadian Operational Research Society Conference, Winnipeg, May 1983 (with A. Phillips). 2. An Integrated Approach to Forecasting the Total Business Volume and Expenditures in Major Contracting Industries, TIMS/ORSA Meeting, San Diego, October 1982. 1. Development of Techniques for Analyzing and Forecasting Expenditures, Quantifying Uncertainties and the Effect of Fluctuations in Material Prices and Rates, Engineering Management Conference, Loughborough, England, October 1976.

Research Supervision
Post Doctoral Research Fellow, funded by personally obtained research grants, 1984-85. Five research associates (Non Degree), externally funded, 1982-87.

TEACHING Innovations in Teaching (Examples)

I developed a system in which a student assigns weights to various components of the course according to his or her individual strengths and weaknesses, leading to personalized evaluations. Every graduate student was required to develop an industry-based project in which he or she worked on a specific, real problem. Often these studies resulted in changes in management-planning-andcontrol systems in the sponsoring organizations.

Courses Developed and Taught (At both undergraduate and graduate levels)
Operations management, production planning and inventory control, operations management policy, quality control, fundamentals of operations management, project planning and control, advanced production management. Management information systems, introduction to information systems, application of computers in management, management with computers, Cases in information systems.
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Management science, probabilistic models in operations research, optimization techniques in business, cases in management science, and readings in management sciences.

Graduate Students Advisor

Development of file allocation algorithms in distributed networks (1993). Applications of genetic algorithms in cellular manufacturing (1992). Modeling methodology for the design and operation of food delivery systems (1992). Evaluation of operations planning and control problems in advanced manufacturing systems (1990). Development of a tandem expert system for multi-echelon inventory systems (1989). A simulation study of tradeoffs in flexibility of flexible manufacturing systems (1989). An empirical examination of information systems satisfactoriness, organizational life cycle, and some organizational variables (1989). Development of inventory control models from buyers' and suppliers perspective (1988). Some applications of maximum entropy principle in the study of repairable systems and queuing systems (1985). Determination of optimal sequence and schedule of a single machine job shop: goal programming approach (1986) External examiner for a PhD dissertation, University of Poona, India (1987).

Executive Seminars Conducted (Selected List)

I offered seminars for senior executives on a variety of topics, including quality awareness, total quality management, statistical process control in the health care industry, management systems, management decision making techniques, manufacturing strategies, and supply chain management.

Affiliation with Professional Associations

American Society for Quality Control, Institute of Industrial Engineers; The Institute of Management Science; Production and Operations Management Society; Decision Sciences Institute; Academy of Management; Society for Information Management; Operations Research Society of India.

COLLABORATIONS WITH INDUSTRY (Selected List)

Rohm and Haas Kentucky, Inc.; National Forum for Black Public Administrators, Washington, D.C.; Logan Aluminum Inc., KY; Motorola Austin Assembly Plant, TX; Alliant Health System, KY; Internal Revenue Service; GE Appliance Park, KY; General Motors, Livonia Plant, MI; Lazy Boy Furniture Company, MI; Farm Credit Services, Louisville; Governor's Task force on ARMCO Steel Plant Closure; Ireland Army Hospital, Fort Knox; Port of Seattle.

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