ANNUAL REPORT 2003-2004 · Photographers: Kiko Ricote Richard Edward If you would like additional...

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THE COLLEGE OF BUSINESS ADMINISTRATION IS ACCREDITED BY AACSB INTERNATIONAL—THE ASSOCIATION TO ADVANCE COLLEGIATE SCHOOLS OF BUSINESS.

WE ARE LEADING THE WAY IN INTERNATIONAL BUSINESS EDUCATION.

OUR MISSION: The College of Business Administration at Florida International University in Miami,

Florida, exists to create enduring educational value for our students, for our alumni, and for the business,

professional, and academic communities we serve. G FOR OUR STUDENTS—whom we prepare to suc-

ceed in a rapidly-changing, technology-driven global business environment; G FOR OUR ALUMNI—to

whom we provide opportunities for continuing professional development and a legacy that appreciates as

our excellence grows; G FOR THE BUSINESS AND PROFESSIONAL COMMUNITIES—to whom we

offer knowledgeable graduates, educational programs, research, and collaborative projects; G FOR THE

ACADEMIC COMMUNITY—to whom we bring new knowledge by creating an environment that nurtures

high-quality research and the development of future scholars.

ANNUAL REPORT 2003-2004

2 A Letter to Our Friends

4 At the Crossroads: Linking the Americas to the Global Economy

6 Our Programs

8 R. Kirk Landon Undergraduate School of Business

Undergraduate Program Profiles

Undergraduate Student Profile

Top 20 Internship Providers to Undergraduate Students

Top 20 Employers of Undergraduate Students

Undergraduate Programs Rankings

Innovative International Business Honorsprogram sets standard for excellence.

Global programs encourage students toexperience studying abroad.

BBA+ expands horizons for learning and teaching.

Pioneering technology-enabled instructionextends our reach beyond borders.

Student leadership opportunities permeate the College’s commitment to community service.

18 Alvah H. Chapman, Jr., Graduate School of Business

Graduate Program Profiles

Graduate Student Profile

Graduate Program Rankings

Top 20 Internship Providers to Graduate Students

Top 45 Employers of MBA Students

Chapman’s Career Management Servicesoffer opportunities to students during andafter their studies.

MBA students extend education beyond the classroom.

Graduate student launches new venture: UniversityPlacementServices.com.

Global Corporate Simulation integratesgraduate students’ coursework inInternational Business.

USDA awards scholarships to Chapman students.

Chapman Graduate School partners with international business schools in Innovative Dual Degree program.

Global programs take faculty expertisebeyond South Florida.

Graduate students study abroad and work abroad.

26 Professional and Executive Education: Forging a Mutually-BeneficialRelationship Between the College and the Business Community

Professional Education offerings are extensive and on-target.

Executive Education programs target high-level managers and executives.

30 Our Faculty: Learning Through Researchand Direct Experience

Faculty Premier Journal Publications:2003-2004

Research focuses on international business issues.

College’s Centers of Excellence focus on research and service.

College secures USAID grant to supporteconomic development in Central America.

38 Our Alumni: Continuing to Contribute and to Receive Acclaim

Dean’s Alumni Circle

Our Business Alumni Chapter

2003-2004 Chapter Board of Directors

Entrepreneurship Hall of Fame honors successful alumni entrepreneurs.

Alumni Circle launches mentoring program

42 Friends and Support: Building an Excellent Business School

Contents

This annual report is a publication of the College of Business Administration’sCommunication, Publications, and PublicRelations office.

Editor: Sally M. Gallion

Design: StolkDesign, Inc., Arlington, VA

Photographers: Kiko RicoteRichard Edward

If you would like additional copies or more information, contact Sally Gallion at 305-348-6631.

Address: 11200 S.W. 8th StreetRyder Business Building, Suite 310Miami, Florida 33199-0001

I am excited to be bringing to you theCollege of Business Administration’sfirst annual report, in which we sharewith you the highlights of 2003-04 andacknowledge the generous contributionsof friends like you throughout the pastfew years. In this year’s annual report,we focus on how the College is position-ing itself to be a premier internationalbusiness school. The realities of busi-ness today demand students with aglobal perspective, and we believe thatthe College has a distinctive competitiveadvantage in providing this perspective.Globalization is something that is wovendeep within the fabric of our Collegeand is reflected in our faculty, curricu-lum, programs, and research.

In 2003-04, the College boasted thelargest graduating class in our brief history—we were founded in 1972. We awarded 1,617 baccalaureatedegrees and 604 MBA and mastersdegrees. Today more than 6,000 under-graduates, approximately 230 MBAstudents, and 250 master’s students are enrolled in the College and we areproud to call nearly 25,000 alumni ourown. Our goal is to create experiencesfor our students that help them under-stand the turbulent, rapid-fire realitiesof the global business environment.

We have focused on enhancing andbuilding excellence in our internationalbusiness undergraduate programthrough the launch of the InternationalBusiness Honors program—the first inthe country solely for international business students. Enrollment in ourinnovative one-year Advanced Diplomain Business Administration program—designed to provide a post-graduatecourse of study for international students,particularly those with a three-year bach-elor’s degree, to help them prepare andqualify for an MBA—continues to grow.More of our students are participating inour study abroad programs. This pastyear, we offered five different studyabroad programs to ten countries thatattracted more than 90 students. OurInternational MBA—now in its fifth year—continues to attract internationalstudents. In fact, more than 60% of thestudents in this program come from outside the U.S. And, we welcomed ourfirst students from Instituto COPPEADde Administração, Universidade Federaldo Rio de Janeiro, Brazil, and Universidadde los Andes, Colombia, into our gradu-ate, international Dual Degree program.Through our partnership with eleveninternational business schools, studentscan earn an MBA from their “home”institutions and a Master of InternationalBusiness from the Chapman GraduateSchool of Business in two years.

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C O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

The Year in Review: A Letter to Our Friends

As one of only 33 business schools witha U. S. Department of Education grantfor a Center for International BusinessEducation and Research (CIBER), theCollege has a long history of promotinginternational business education andresearch. Through our FIPSE Europeand FIPSE NAFTA agreements, we havebeen able to provide our students withopportunities to spend a semesterabroad. This past year saw an expansionin our international executive educationand sponsored research activities. We partnered with IAE, UniversidadAustral, to offer special seminars toexecutives from ExxonMobil LatinAmerica both here in Miami and inBuenos Aires. And in partnership withWinrock International, the College wasawarded $850K to promote internationaltrade capacity development in Hondurasand Guatemala.

Underlying our success is an extraordi-nary faculty that brings rich experiencesfrom around the world. Among theapproximately 100 full-time faculty—nine of whom are new to the College thisacademic year—many are world-renowned researchers who lead theirfields in new directions, represent theCollege in many internationalconferences and meetings, and holdleadership positions in internationalprofessional associations. In 2003-04,

our faculty published 16 books, 61 refer-eed journal articles, and 51 bookchapters and refereed proceedings.Throughout this report, we highlightexamples of professors who are contribut-ing to our increasing reputation as apremier international business school.

This past year brought several reasons tocelebrate. Our international businessprograms—both at the undergraduateand graduate levels— received nationalrecognition in US News & World Report.Our International MBA again was recog-nized by BusinessWeek in its bi-annualreport on the best MBA programs. And,for the third year in a row, the ChapmanGraduate School of Business was onAméricaEconomía’s list of schools withthe top 50 MBA programs for LatinAmerican students. In December 2003,the Ewing Marion Kauffman Foundationawarded a $3M grant to establish thePino Global Entrepreneurship Center.Through this Center, the College will beable to offer a number of exciting newprograms to foster global entrepreneur-ship among our students.

We received unprecedented supportfrom corporations, alumni, and individ-uals who, in some cases, are not FloridaInternational University graduates. In recognition of a $5 million gift from R. Kirk Landon, we named our

Landon Undergraduate School ofBusiness this past year. Thanks to generous support from people in ourcommunity like you, the College’smomentum continued to build during2003-04 and carries over into the current one.

As the current academic year unfolds, we are committed to enhancing ourgrowing reputation as a school of choicefor international business. Delivering the programs that make us so specialand distinctive is costly. Right now, we do more with fewer resources thanalmost any of our competitors. We arepreparing for a capital campaign thatwill be launched next year to raise theresources necessary for us to continue to move forward. We hope that we cancount on the continued support ofFlorida International University’sCollege of Business Administration fam-ily and friends to help us achieve thegoals of this ambitious new campaign.

Joyce J. ElamExecutive DeanCollege of Business Administration


3F L O R I D A I N T E R N AT I O N A L U N I V E R S I T Y


5F L O R I D A I N T E R N AT I O N A L U N I V E R S I T YC O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

All business today is international in scope and all players—from multinational corporations to local companies—are affected by the globaleconomy. In the College of BusinessAdministration at Florida InternationalUniversity, we recognize our responsi-bility to prepare individuals who cancontribute and succeed in this globalbusiness arena.

Our location in Miami—the gatewayfrom the world to the Americas—is thefirst of many factors making us ideallypositioned to understand and foster aglobal viewpoint in our students. Ourgraduates—from executives in world-wide corporations to entrepreneurs tobusiness leaders right here in SouthFlorida—are thoroughly grounded in the special requirements of conductingbusiness in an international context.

Much of the preparation business stu-dents undergo occurs informally, anatural consequence of the rich culturalmix of the College’s population, filledwith young, eager scholars of varied her-itages, and experienced, renownedfaculty members from all corners of theglobe. In fact, the faculty and studentsrepresent more than 100 nations, prima-rily from the Americas but also fromEurope, Africa, and Asia. Interchangesin and outside the classroom promoterespect for cultural differences as ourstudents strive toward common goals.

We facilitate communication amongmembers of our diverse constituencies—while preparing students for therealities of business—through our commitment to the strategic use of infor-mation technology. By having madesignificant investments in technology—including the creation of a wirelessenvironment and multimediaclassrooms—we have created a state-of-

At the Crossroads: Linking the Americas to the Global Economy

the-art technology infrastructure on ourcampuses to support teaching and learn-ing and to mimic the environment inwhich our students will work. We alsohave woven technology into our coursedelivery, refining a technology-enabledapproach to learning that spans web-assisted and technology-mediatedinstruction in a traditional classroomsetting to intensive coursework deliv-ered over the Internet.

Because we recognize that entrepreneur-ship is a critical engine for economicgrowth in South Florida, the Americas,and many other parts of the world, wecultivate the entrepreneurial spirit ofour students. More than twenty percentof our alumni—armed with the knowl-edge to support their bold visions—workas entrepreneurs or in family-ownedbusinesses, many with a global reach.Our affiliation with the KauffmanCollegiate Entrepreneurship Network—anetwork of more than 120 colleges anduniversities with an interest in advanc-ing entrepreneurship—along with theactivities of our new Pino GlobalEntrepreneurship Center—give incipiententrepreneurs the opportunity todevelop the skills to create, sustain, andgrow their own businesses.

We also recognize that businessleaders—regardless of their career pathand place of work—must understand thelarger context in which business unfolds.To nurture that understanding and pre-pare our graduates to lead, we have builtcivic engagement into our curriculumand in a service learning course that isthe only business school course in thecountry dedicated entirely to the subject.These efforts have resulted in our busi-ness school becoming one of the topthree schools nationwide in servicelearning. Students learn how to applythe business and managerial skills they

learn in their business courses to socialand economic problems.

More than 1,000 Latin American head-quarters of multinational companies areat our doorstep. As a hub for flourishingenterprises in technology, logistics,finance and international commerce,travel and tourism, international bank-ing and real estate, and a growing cabletelevision and entertainment industry,Miami offers a wealth of internationalbusiness knowledge. And we tap itoften. Many of our graduates areemployed at leading companies withinthese industries and, along with theircolleagues, give generously to theCollege of their expertise andexperience. They serve as advisoryboard members, mentors, speakers, andinstructors; they network with students;and their companies provide internshipsand full-time positions that give our stu-dents first-hand knowledge of thedemands and rewards of conductingbusiness in the 21st century.

Our College stands at the geographicalcrossroads that connects the Americaswith the rest of the world. Our globalpoint of view begins with our locationand is reflected—both implicitly andexplicitly—in every aspect of campuslife. It is what enables our graduates tobe effective business people in SouthFlorida, the Americas, and beyond.

The College has built on the strong international foundation created by thepeople who study and teach here through courses and special programsdesigned to ensure that graduates understand the special opportunities andchallenges of globalization.

For example, our international business programs are widely recognized for their innovative, cutting-edge instruction and curricular excellence. We offer technology-enabled programs to facilitate worldwide delivery sothat students from anywhere can become students of ours. Students canmaximize their use of our technology strengths by completing an all-onlineBachelor’s in Business Administration with a major in InternationalBusiness or in Finance.

In addition, many of our undergraduate, graduate, and professionalprograms have strong international components and are frequently deliveredin other countries. We offer several programs specifically focused on interna-tional business, including our undergraduate International Business Honorsprogram, our International MBA, and our Master in International Business.Finally, the College regularly explores opportunities to offer graduate dualdegrees with partner institutions in other countries, enabling students tostudy both in their home countries and in Miami.

Through study-abroad opportunities in nearly twenty countries and majorgrants, students enhance their classroom knowledge immersed in the practi-cal realities of how other countries conduct business. This combination of theacademic and experiential further readies them to fulfill the requirements ofbecoming business leaders in a global business environment.


7F L O R I D A I N T E R N AT I O N A L U N I V E R S I T YC O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

Our Programs


9U N D E R G R A D U AT E P R O G R A M SF L O R I D A I N T E R N AT I O N A L U N I V E R S I T YC O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

Fostering and Exemplifying ExcellenceR. Kirk Landon Undergraduate School of Business:

Undergraduate Student Profile

Total Enrollment: 5,927Full Time Students: 3,343Part-Time Students: 2,584

Male 47%Female 53%Multi-ethnic 85%International Students 504Countries Represented

.01% American Indian

4.5% Asian

12%African

American

8.5% International

14.9%Caucasian

60%Hispanic-Latino

ArgentinaBahamasBarbadosBelizeBoliviaBrazilBulgariaCayman IslandsCanadaChileChinaColombiaCosta Rica CroatiaCuba CyprusDominican RepublicEcuadorEl SalvadorEgyptFranceGermanyGreeceGrenadaGuatemalaHaitiHondurasIndia

Undergraduate Program Profiles

Bachelor of Accounting (BACC): The College’s highly-regarded School ofAccounting prepares undergraduates to fulfill the strong demand for skilledaccountants in public practice, industry, and government. Separately accred-ited by AACSB International–the Association to Advance Collegiate Schoolsof Business, the School consistently turns out sought-after graduates whoplace in the top five in the all-important CPA examination scores.

Bachelor of Business Administration (BBA): Students can opt to take a number of majors or pursue several academic tracks. Two majors, Financeand International Business, also are offered completely online, adding con-venience to quality.

– Finance: A finance major establishes the foundation for students to pursuegraduate studies in all areas of business and readies them to tacklepositions in corporations, financial institutions, brokerage firms,investment banks, and government.

– Human Resource Management: Human capital is one of the most importantassets of a business, and students who pursue this major learn to manage peo-ple—and their sometimes problematic interactions—wisely. Courses thatcover topics from staffing and recruitment to compensation to unions givegraduates the wide range of skills they need to keep employee relationshipson a secure footing.

– International Business: This major provides students with intensive, in-depth background in such areas as finance, strategic management, andmarketing—among others—as they function in international enterprises.

– Management: The management major gives students a broad overview oforganizational management through a flexible program of courses empha-sizing the most up-to-date knowledge in the profession—whether the areais human resources, business ethics, strategic management, or any otherbusiness discipline.

– Management Information Systems: The College’s strong focus on technol-ogy and this major prepare graduates for entry-level positions that supportan organization’s decision-making processes. It positions them for successby enabling them to apply their understanding of the impact informationsystems have on business enterprises and their bottom lines.

IsraelItalyJamaicaJordanKuwaitLebanonMexicoMoroccoThe NetherlandsNicaraguaPanamaPeruPolandPuerto Rico SlovakiaSouth KoreaSpainSwedenTrinidad & TobagoTurks and Caicos Islands TurkeyUnited KingdomUnited StatesUruguayVenezuelaVirgin Islands (British and U.S.)

West Indies

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U N D E R G R A D U AT E P R O G R A M S C O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

Innovative International Business Honors program sets standard for excellence.

An important part of the College’s highly-rankedundergraduate international business program is itsInternational Business Honors program (IB Honors).

Last year, thirty of the highest-performing juniorsfrom the College experienced a curriculum that inter-mixed complex topics in international business with humanities and othernon-business courses—an integration that enabled them to locate their knowledge of international business in its broader cultural, political, and social contexts.Coursework emphasized critical thinking and writing, equipping students with thebackground they need to compete with graduates of the leading business schools inthe country. To enter the program, these young scholars, who are looking ahead totheir MBAs, had to gain admission to both the University’s Honors College and thebusiness school. The result of a partnership between the Honors College and theCollege of Business Administration, the IB Honors program is a model for other disci-plined-based honors programs at FIU.

Late 2003 saw the founding of the International Business Students Honor Society, thefirst honor society in the United States for international business students. Memberswere actively engaged in community projects and plan to have an annual fund-raisertargeting AIDS relief assistance in a different region each year.

Student Organizations Alpha Kappa Psi American Marketing Association Beta Alpha Psi BetaGamma Sigma Chapman Graduate Student Association Collegiate Entrepreneurs Organization DeltaSigma Pi Financial Management Association FIU Accounting Association Information TechnologySociety International Business Student Honors Society The Miami Benefit Club at FIU Real EstateStudent Association Student Government Association BBA+ Weekend Association

– Marketing: By majoring in marketing, students acquire a broad foundationin marketing concepts and practices while also learning about e-market-ing, integrated marketing communication, retail marketing, andinternational marketing.

– Real Estate: Real estate is a thriving industry in South Florida andthroughout the region. A new real estate major, offered by the Jerome BainReal Estate Institute through the College’s Department of Finance, preparesstudents to achieve the highest degree of professionalism in this expandingarea of opportunity. The major’s five-course core curriculum includes elec-tives in related areas such as building construction, architecture, andpublic administration.

– Business Environment Track: The large issues that provide the context forbusiness—such as stakeholder management, public-private partnerships,business ethics, and disaster and emergency management—are thoroughlycovered in courses in this track.

– Entrepreneurship Track: The College has a strong commitment to shapingentrepreneurs and an impressive record of having done so. This track pre-pares students for the challenges of entrepreneurial ventures by exposingthem to courses that focus on the human, structural, and financial issuesthat must be understood and managed for success.

Top 20 Internship Providers to Undergraduate Students

1. Walt Disney World2. General Electric3. IBM4. Cordis (Johnson & Johnson) 5. HDR Engineering, Inc. 6. Florida International University7. Merrill Lynch8. Sony9. Regions Bank10. Smith Barney11. Northwestern Mutual Financial Network12. MUN2 Television13. Motorola14. PricewaterhouseCoopers15. Ernst & Young LLP16. MTV Networks17. John Hancock

SOBE Office Supply Dresdner Bank LatinAmerikaCommerce Solutions Royal Caribbean Cruises, Ltd.

18. Bank United, FSBCaterpillar Inc. ESPN International

19. Morgan Stanley20. Rechannel Communications

Spectre Entertainment Group, Inc.Standard New York SecuritiesUnivision NetworkThe Weinbach Group, Inc. Burdines-Macy’s

Employment

Approximately 84% of our undergraduate stu-dents work full- or part-time while attendingschool; of these, about 39% work full-time and61% work fewer than 30 hours per week.

SalariesUpon graduation, average starting salaries bydiscipline break down as follows:

Accounting $41,250 Management Information Systems $41,100 International Business $40,600 Finance $39,200 Management $36,300 Marketing $34,050

Top 20 Employers of Undergraduate Students

1. American Express2. Carnival Cruise Lines3. Cordis (Johnson & Johnson)4. Deloitte & Touche LLP5. Enterprise Rent-A-Car6. Ernst & Young LLP7. General Electric8. IBM9. KPMG LLP 10. Marriott11. Merrill Lynch12. Norwegian Cruise Lines13. John Hancock14. PricewaterhouseCoopers15. Royal Caribbean Cruises, Ltd.16. Sears17. Wachovia18. Bank United, FSB 19. Morgan Stanley20. Dresdner Bank LatinAmerika

Standard New York Securities The Weinbach Group, Inc. Burdines-Macy’s


1 1U N D E R G R A D U AT E P R O G R A M SF L O R I D A I N T E R N AT I O N A L U N I V E R S I T Y

In the past year, of the 354 Florida International University students who took advantage of study abroad options, ninety

were from the College of Business Administration.

Global programs encourage students to experience studying abroad.

Study abroad opportunities are based ontwo premises embedded in our globalvision. First, learning when surrounded by the language, customs, and monetarysystems of another culture is completelydifferent from learning through books from a distance. Second, all educational experi-ences offered through the College shouldhave an international orientation.

In the past year, of the 354 FloridaInternational University students who took

advantage of study abroad options, ninety were from the College of BusinessAdministration. For example, through the Center for International BusinessEducation and Research (CIBER) and under the guidance of Randall Martin, lecturer,management and international business, business students traveled to Greece, Paris,Spain, and Japan, where they witnessed how businesses in other countries operate ina global environment. Each trip included a visit to a local company—sometimessmall, sometimes part of a multinational conglomerate—during which owners or cor-porate officers provided perspective on how factors such as trade, politics, andregulation affect their operations.

The short stays—ten days to two weeks—combined intensive coursework with animmersion in local life. As they learned howto navigate the cities, get to appointmentson time, use appropriate business protocol,and manage the local currency, participantswere developing skills to help them preparefor being engaged in international business.

BBA+ expands horizons for learning and teaching.

Our value added BBA+ programs withweekend and early morning options havegiven hard-working professionals the abil-ity to complete quickly their Bachelor ofBusiness Administration in a lock-step,technology-enabled, customized curricu-lum. The cohort structure has helpedthem build a team culture—one thatsharpens their skills in their current workenvironment and prepares them for the collaboration and competition they’ll find asthey advance in their careers around the globe.

The BBA+ Weekend program establishes the basis for corporate citizenship by requir-ing student participation in community projects. Efforts included the Daily BreadFood Bank project and Toys for Tots as well as a Pembroke Pines, Florida, school dis-trict project organized in the summer of 2003.

BBA+ Sunrise began with a $100,000 technology grant from the Department ofEducation to pilot what was then called the BBA Early Bird. During the past year, theBBA+ programs achieved several key milestones, including the launching of the BBA+ Sunrise program, the start of the BBA + Weekend program at the Pembroke PinesCenter in Pembroke Pines, Florida, and the beginning of Cohort 16 and graduation ofCohort 12 of the BBA + Weekend program at University Park in Miami.

Pioneering technology-enabled instruction extends our reach beyond borders.

The technology capabilities of the College’s Office of Online Learning have removed the geographicalboundaries that can restrict access to top-notch business education. In 2003-2004, 130 technology-enabled courses were offered by the College, withnearly 4,000 students opting for this flexible alterna-tive to traditional classroom-based learning. Twomajors—International Business and Finance—wereavailable fully online.

Though the opportunity to take technology-enabled courses has long attractedstudents close to campus, a number of special sections of the regular online courseshave been designed specifically for out-of-state and international students. Createdthrough a collaborative effort between the Online Learning Program and the College ofContinuing and Professional Studies, these sections—as all sections of courses offeredonline—include advisors and a dedicated liaison to coordinate administrative mattersfor the enrollees, removing the complexities of managing courses long distance.

The Office is continuing to forge partnerships within the College and throughout theUniversity to increase the number of online offerings and degree programs.

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Undergraduate Programs Rankings

• In its 2005 ranking of “America’s BestColleges,” U.S. News & World Report listedthe College of Business Administration’sundergraduate international businessprograms in the Landon Undergraduate School#9 in the country.

• Since 1998, Hispanic Business has ranked theCollege’s Landon Undergraduate School amongthe Top 25 business schools for Hispanics, andHispanic Trends, which just started its rankingsin 2003, also listed us in the Top 25 in theU.S. for Hispanics and Latinos.

• We are in the Top 10 among AACSBInternational-accredited business schools inthe number of students we graduate annuallyand we offer the 6th largest part-time under-graduate program among this group.

• The Landon Undergraduate School ranks num-ber one in the U.S. in awarding undergraduatebusiness degrees to Hispanics, according toHispanic Outlook in Higher Education, 2004.

• The Wall Street Journal (July 2004) listed ourSchool of Accounting as the largest in theU.S. in terms of its enrollment.

Through the Volunteer Income TaxAssistance program (VITA)—a partner-ship with the Internal Revenue Service,several local tax firms, Miami-DadeCounty, and the School of Accounting,more than ninety accounting undergrad-uates helped low-income earnersprepare their returns. The group was thelargest VITA program in Miami-DadeCounty and was honored by MayorManuel “Manny” Diaz for ourvolunteers’ contributions.

Many students participate in the MiamiBenefit Club, which connects studentswith local business professionals to workat Habitat for Humanity and withMiami’s Neighborhood EnhancementTeams, among other projects. Otheropportunities involve outreach to prom-ising high school students in low-incomeareas, preparing them for the path tohigher education, and serving meals atthe Community Partnership for theHomeless, Inc. (CPHI).

Leaders of the College’s student organi-zations are members of the BusinessStudent Council, meeting with theExecutive Dean and members of her staffand communicating with the student

body and College administrators. Theyalso serve on College committees,including the Strategic PlanningCommittee and the Teaching IncentiveProgram Committee.

Among its activities, the BusinessStudent Council organizes an annualInternational BizFest. The 2004 event,which attracted more than 300 businessstudents, faculty, staff, and others fromaround University Park, celebrated thediversity of the College’s student bodyand the variety of business norms andpractices found around the world.International or non-resident studentscomprise approximately nine percent ofthe enrollment in the College, but manyresident students hail from countriesaround the globe. Beta Alpha Psi mem-bers constructed a thirteen- by nine-footwall map on which festival-goers insertedpush pins to designate their countries oforigin, resulting in a staggering array ofcolorful pins dispersed worldwide.

AMA Chapter wins award. At theAmerican Marketing Association (AMA)Annual Conference in New Orleans, theCollege’s student chapter received “Top



Regional Chapter,” placing it at NumberOne in the South (out of 75 chapters)and in the Top Four (out of 300 chap-ters) nationally. The Chapter also wasrecognized for having maintained a 150-member roster, hosting thirteen pro-fessional recruitment seminars,participating in eight community serviceprograms during the year, and enhanc-ing its web site.

Accounting Association wins a case study victory. Five members of theCollege’s Accounting Association—Thomas Casares, Miguel Martinez, AnaPerez, Julius Nuñez, and Ana Garcia—won the national Johnson & JohnsonBusiness Case Competition, bestingeleven teams from across the country,including those from Rutgers, Lehigh,Lasalle, Villanova, and the University ofIllinois. They successfully evaluated andanalyzed an actual business case. It con-cerned the development and launch ofthe first bariatric product (one that dealswith causes, prevention, and treatmentof obesity) for Surgical Innovation, amultinational medical device companybased in Austin, Texas.

Student leadership opportunities permeate the College’s commitment to community service.

Students in the College have many opportunities to take a leadership role—contributing time, energy, and enthusiasmto events that enhance the college experience for other students and members of the community.

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New Venture Challenge fosters entrepreneurship. The College’s annualHoward J. Leonhardt New VentureChallenge: An International BusinessPlan Competition provides students theopportunity to develop and present abusiness plan to venture capitalists andother business leaders, honing the skillsthey will need to launch and grow theirown successful enterprises.

Eco-Solutions, Inc. took the undergradu-ate grand prize of $15,000 cash and$4,000 in in-kind contributions in theNew Venture Challenge 2004. The company proposes to solve Florida’smelaleuca tree problem by collecting andselling melaleuca mulch (“MelaMulch”)and collecting the leaves of the harvestedmelaleuca to produce tea tree oil. CharlesBowden served as team leader and DaleAndrew Silvia was team member.

In addition, another University teamwas named second runner up, netting$1,000 cash and $2,500 in in-kind contributions for its company: LesBagatelles, which manufactures and distributes designer handbags throughretail outlets and donates the profits tothe Women’s Alliance. The team con-sisted of leader Lindsay Thomas andmembers Alexander Riera, Julieth Cure,and Anne-Christine Lenquette. A teamfrom ORT Universidad, Uruguay, one

of the College’s partner universities inLatin America, captured the first runnerup award of $5,000 for Gladys-T PortoAlegre, a Brazilian company thatdesigns, imports, and trades high-qualitywomen’s garments in Uruguay.

The $5,000 prototype award went toDirtyboi, Inc. for its prototype of anautomobile/motorcycle rim that illumi-nates while in motion. Team memberwas Moe Sadeek.



“My father is an entrepreneur and I alwayswanted to own a business. When I took acourse on entrepreneurship in the College ofBusiness Administration, I got a real-lifeapproach to what it would be like to createmy own company—which I’ve done. It tookme five years to grow Tortuga Imports Inc. toits current size, which includes marketing,distribution, mail order fulfillment, and aretail outlet for rum cakes imported from theCayman Islands. The international aspect ofthe College was very important because ifyou are marketing to a different culture, youhave to know that culture. Also, being partof such a diverse group was an asset because it encouraged international under-standing. Having the kind of hands-on experiences you get at FloridaInternational University really shows you firsthand what to expect, but you alsoneed the academic substance behind the practical view and I had some reallygreat teachers. My education made me feel confident that I knew what I wasdoing, and once you have that confidence, even powerful personalities do notcow you.”

MONIQUE HAMATY-SIMMONDSBBA ’96President and CEOTortuga Imports Inc.

“In my business, I deal with people in Brazil, the UnitedKingdom, Poland, and Canada. I wanted a school thatwould allow me to also be a social sector leader, a schoolthat would promote change and critical thinking. TheCollege of Business Administration took me beyondparochial borders and let me learn from successful peopleabout how to communicate and how to create a vision. Ileft the College with etiquette, interpersonal skills, and adesire to inspire people. Florida International Universityhas created an environment for excellence in learning andadaptation, which is key for any university, and it hasdone it light years faster than other school. I have a pas-sion for travel, and thanks to my travels, I can recognizewhen a university only pays lip service to the idea ofbeing a gateway. The College is not paying lip service tothe idea—it truly is a gateway.”

RICK ESCUDERO BA ’92; MACC ’93 Executive Vice President and CFOClickpharmacy/Kramer Intl.

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“As a person who wanted to do something in business on a global scale, I felt that Florida International Universityoffered a better international business program than theother schools I considered. I began pursuing a degree ininternational business and marketing, and then got inter-ested in finance. In both areas, I appreciated the diversityof the students and the diversity and quality of the profes-sors. My classes helped me grasp all aspects of theinvestment banking industry and the caliber of thecurriculum was strong enough to enable me to get to Wall Street and to feel on a par with graduates from busi-ness programs at universities such as Harvard, Duke, andGeorgetown. It was also exciting to be at a school that isgrowing. Every year there was something new. I was par-ticularly impressed by their investments to create aleading-edge technology school.”

DEMIAN BELLUMIOBBA ’00Vice President of Corporate Finance

and DevelopmentTerremark Worldwide, Inc.

“As an undergraduate with a major in hospitality management and a minor in marketing, Ifound Florida International University to offer an excellent program with lots of hands-onexperience. I was the only person from Hong Kong, but there were other Asian students.The advisors for the international students were very helpful, and because the programattracts many international students, we learned how to communicate with each other, aninvaluable skill for anyone wanting to succeed in international business. I graduated in themiddle of a recession, but the University did a wonderful job of putting us in touch withemployers and I had several offers, accepting one to open a Kenny Rogers franchise in Asia.I always wanted a master’s degree, and when I was able to return to school, I chose theExecutive MBA program in the College. Once again, it turned out to be an excellent choicefor many reasons, including from a career perspective, since most of us got multiple offers.

My work has always involved international business, especially in theareas of real estate and consulting. Recently I formed a new consultingcompany that creates marketing strategies for manufacturers, distribu-tors, and retailers from Asia and Latin America, and among my partnersare two other Florida International University graduates.”

SLENDA CHANBS ’94; EMBA ’04Chief Executive OfficerStrategia Consulting Group, LLC



“The ADBA was excellent—and fast—preparation for me to be able tomove on to take an MBA at a university that is very well known: FloridaInternational University. If I had gone directly to an MBA, I would havebeen in a difficult position, but in the ADBA program, I learned aboutdifferent subjects such as information technology, economics, market-ing, statistics, and organizational behavior, and I became comfortablewith talking, writing, and making presentations in English. The experi-ence was more than I expected—from the quality of the teachers and thepersonal interest they took in us, to the small class size that enabled usto work as a group.”

EDUARDO LARENASBA, Civil Construction, Catholic Universityof Santiago, ChileInternational MBA student, FloridaInternational University

“In India, I had earned a three-yearundergraduate degree and wanted to go on to graduate school in theUnited States. I considered a programat Rochester Institute of Technologybut I would have had to start takingundergraduate courses before beingable to transfer into graduate courses,and it would have taken three yearsto complete the degree. The ADBAprogram enabled me to get my“fourth year” in just eight months,the courses were all graduate leveland very intense, and I will have my MBA in one and a half years.”

PUNEET MITTALBachelor of Commerce with Mathematics,University of Delhi, Delhi, IndiaMBA student, Thunderbird University,Glendale, Arizona

The Advanced Diploma in Business Administration (ADBA) program helps students,especially those from other countries, prepare to pursue graduate business educationin the United States.

Begun in August, 2003, our unique, cohort-based, thirty-credit-hour professionaldevelopment program was designed to meet the needs of these international studentsin three different ways. It serves as a pre-MBA general business education prepara-tory program for students new to business courses or for business students who needto raise their GPAs for graduate admission. It gives graduates of three-year bachelor’sprograms a “fourth year” to improve their chances for admission to graduateprograms. And it functions as a stand-alone program for students who want a non-degree program that includes practical training.

Students have come from seven countries in Europe, Asia, and South America aswell as from North America, and have gone on to pursue graduate work in theCollege’s Chapman Graduate School and elsewhere. One student entered a graduatecertificate program at Harvard University upon completing the ADBA.

The Advanced Diploma in Business Administration:A Bridge to Graduate School

The College recognizes that businesses change constantly what they expectfrom effective business leaders, managers, and entrepreneurs. To assist us indeveloping timely programs for preparing individuals who can fulfill theseevolving requirements, the College has created advisory boards.

Populated largely by senior-level directors and regional managers in multi-national corporations as well as owners of their own enterprises, thesebusiness experts share real-world experience—from strategic to tactical—with decision-makers at the College. Their insights—including knowledgeof international business challenges—help shape and support the College’scurriculum and programs, ensuring that it remains the leader ininternational business education.

This fact is especially true in the Chapman Graduate School of Business. To guarantee that our boards work most effectively for its members and forour students, we continued to refine them in 2003-2004.

Our programs are infused with an international business emphasis. Our flagship MBA program, our full-time, one-year International MBA, has beenrecognized twice (2002 and 2004) in BusinessWeek as one of the best in thenation and in the top 25 among MBA programs at public universities. OurMaster in International Business also focuses on preparing leaders for successin a global business environment. Our Evening MBA program, which catersprimarily to students already working full-time in international business, is the eighth largest part-time MBA program among AACSB International-accredited business schools. Graduates of our innovative Executive MBAprogram continue to have success in their international business careers aswell as in launching their own business enterprises.

Moreover, graduates of our specialty master’s programs have achieved enor-mous value in their respective fields over the years, and most of them havedone so in global companies. It’s not surprising, then, that U.S. News & WorldReport (2005) would rank us as among the top 25 business schools for inter-national business education.

Graduate Student Profile

Total Enrollment: 954Full Time Students: 45Part-Time Students: 909

Male 55.9% Female 44.1%

International Students 150Countries Represented

ArubaArgentinaBoliviaCayman IslandsChinaDominican RepublicGuyanaIndia

7.5% Asian

American 8.5% African

American

48.8% Hispanic-Latino

15.7%International

19.5%Caucasian


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Alvah H. Chapman, Jr., Graduate School of Business:Furthering and refining academic and professional strengths in global business

ItalyJamaicaNicaraguaPeruPuerto RicoUSAVietnam

Master of Accounting (MACC): A leading program from our top School ofAccounting, the MACC is designed for students who have completed an undergradu-ate degree in accounting or the equivalent from a regionally-accredited college oruniversity. Our graduates consistently score high on CPA exams, both nationally andin Florida.

Master of Business Administration (MBA)

– International MBA (IMBA): This flagship, cohort-based, full-time program bringstogether students from a variety of cultures, languages, customs, and academicbackgrounds for classroom, project, and workshop experiences to create a frame-work for assessing business issues within the context of sustainability, eco-effi-ciency, and cultural sensitivity.

– Executive MBA (EMBA): This program offers a cross-functional, integratedapproach for experienced managers. Held on weekends for 18 months, it providesparticipants with a solid theoretical and practical understanding of core businessdisciplines and how they interrelate when applied to real-world business challenges.

– Evening MBA (EVEMBA): This solid program provides a professional managementeducation and a comprehensive understanding of business processes, strategicmanagement, and customer-driven organizations within the context of today’s technology-enabled and global economic environment. Students also can selectspecialized concentrations or opt to pursue a variety of joint degrees. These includeMSF/MBA (Master of Science in Finance/Master of Business Administration);MSMIS/MBA: (Master of Science in Management Information Systems/Master of Business Administration), MBA/MALACS (Master of Business Administration/Master of Arts in Latin American and Caribbean Studies), and MBA/JD (Master ofBusiness Administration/Juris Doctor).

Master of International Business (MIB): This program develops professionals with advanced skills in global strategy management, supply-chain management,e-commerce, and managerial accounting.

Master of Science in Finance (MSF): Students in this program grow to understanddomestic and global finance and grasp the latest financial concepts, analytical tech-niques, and “best practices” in the field.

Master of Science in Management-Human Resource Management (MSHRM): Degreework prepares professionals to contribute to their companies' bottom lines by educat-ing them on functional HRM areas. Courses also delve into international humanresource management, HRM metrics and scorecards, and web-based HRM applications.

Master of Science in Management Information Systems (MSMIS): This program pro-vides a solid understanding of design, development, technology, and management ofinformation systems with a focus on high-demand areas and key technologies.

Executive Master of Science in Taxation (EMST): The EMST meets the educationalneeds of a diverse group of individuals—from recent accounting graduates to estab-lished professionals in the fields of accounting, law, real estate, banking, andbusiness—who desire a well-rounded knowledge of the effect of tax laws on individ-uals, business entities, and investments.

Doctor of Philosophy in Business Administration: Our Ph.D. program prepares stu-dents for a career in academia—teaching and research—by immersing them in theliterature within their selected areas of concentration and giving them the methodsand analytical tools required for conducting research. The program, which initiallyconsisted of students from the United States, China, Vietnam, Trinidad, and India,grew to include eleven additional countries, including six from Asia and the MiddleEast, Guyana, Argentina, Nicaragua, and Jamaica.

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Graduate Program Rankings

U.S.News & World Report, in “America’s BestGraduate Schools 2005,” ranked the ChapmanGraduate School # 23 in the United States forinternational business education.

BusinessWeek’s most recent (2004) ranking ofbusiness schools placed the Chapman GraduateSchool’s International MBA program among thebest in the U.S. and, among business schoolsat public universities, in the top 25.

For three years running, AméricaEconomíahas ranked us among the top 50 internationalbusiness schools for Latin American students.

Hispanic Business has ranked the ChapmanGraduate School among the Top 25 businessschools for Hispanics since 1998, and HispanicTrends, which started its rankings in 2003, alsolisted us in the Top 25 in the U.S. for Hispanicsand Latinos.

The Chapman Graduate School ranks numberone in the U. S. in awarding graduate businessdegrees to Hispanics, according to HispanicOutlook in Higher Education, 2004.

Graduate ProgramProfiles


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Dual Degree Partner Schools

Universidad Anáhuac, Mexico City, México

Universidad del Norte, Barranquilla, Colombia

Pontificia Universidad Católica de Chile,Santiago, Chile

Universidad de San Andrés, Buenos Aires,Argentina

EGADE, Instituto Tecnológico y de EstudiosSuperiores de Monterrey, Monterrey Campus, México

Universidad ESAN, Lima, Perú

Universidad ORT, Montevideo, Uruguay

Instituto COPPEAD de Administraçao,Universidade Federal do Rio de Janeiro, Brazil

Instituto de Estudios Superiores deAdministración (IESA), Caracas, Venezuela

Universidad de los Andes, Bogotá, Colombia

Universidad de Puerto Rico, Rio PiedrasCampus, San Juan, Puerto Rico

Chapman Graduate School partners with international business schools in innovative Dual Degree program.

The Chapman Graduate School’s two-yearMBA/MIB Dual Degree program enables studentsfrom our international partner schools to earn anMBA from their home institutions the first yearand an MIB from the Chapman School during thesecond. They then have the opportunity to work inthe United States for an additional year throughthe Optional Training Program. As a result,students in the MIB program represent a mix ofbusiness cultures and nationalities in an innova-

tive learning environment based on teamwork and collaboration acrossborders—central to success in international business.

Global corporate simulation integrates graduate students’ coursework in international business.

The Master of International Business (MIB) program capitalizes on our faculty’s international expertise in information technology management, electronic commerce,marketing, and management. It takes into consideration the need for students todevelop a keen awareness of their countries’ business practices as well as those ofother countries so they can contend with the social and political ramifications thatan interdependent economic system generates.

Students in the MIB program, as well as those in the Executive MBA, InternationalMBA, and Evening MBA, participate in a unique global corporate simulation as acapstone experience—one in which they create a global business, develop a businessplan, and present the plan to experienced venture capitalists. The experience allowsstudents to use the skills they have developed in their programs, tests their abilitiesto think long term and act under short-term pressures, and nurtures their interper-sonal skills, leadership abilities, and aptitude for handling stress.

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Chapman’s Career Management Services offer opportunities to students during and after their studies.

Students with graduate degrees in business arepopular candidates for jobs—from entry-level toexecutive—with companies from local ones tomultinational corporations. The Chapman CareerManagement Services office helps graduatestudents secure positions by working withrecruiters, attending conferences to identifyemployer needs, and bringing to their attentionour highly-qualified students. It also helps pre-pare students for their job search throughclasses and workshops on career development.

Top 20 Internship Providers to Graduate Students

1. B/E Aerospace2. Bank of America3. Burger King Corporation4. Citibank5. Citigroup Latin America6. City of Coral Gables7. Clickpharmacy8. CORA Rehabilitation Clinics9. Dalin Inc.10. Discovery Channel11. Guatemala Farmer-to-Farmer12. IADB, Washington, DC13. Johnson & Johnson14. Kroll Inc.15. Lan Chile Cargo16. Ogilvy & Mather17. Pacer Health Corporation18. Professional Realty Services19. Synergy Labs20. TechnoMarine

Graduate student launches new venture: UniversityPlacementServices.com.

When José Ignacio Alvarez arrived in the United Stateshoping to pursue a Master’s degree, he realized thatuniversity admissions systems often are challengingfor international students. His difficult experiencesdealing with language barriers and other obstaclestranslated into his idea for UniversityPlacementServices.com.

The web site offers comprehensive information inSpanish detailing all aspects of university admissionsprocesses at five Florida schools. It converts the com-plex application process for each institution into aseries of simple steps that allow users to solicit infor-mation about schools and to save time and money byserving as a single source for all the information theyneed about several institutions. It also translates the educational records required foradmission to U.S. schools.

Alvarez, who earned an M.S. in Engineering at Florida International University, wasamply rewarded for the six years he has spent refining his concept when he won firstplace in the graduate division of the Howard J. Leonhardt New Venture Challenge: AnInternational Business Plan Competition. The prize: $15,000 in cash and $4,000 inin-kind contributions for the University PlacementServices.com business plan.Alvarez served as team leader; team members were Alejandro Cano, Alba N. Nuñez,Michael Reyeros and, from Universidad del Norte, Colombia, Omar Valdés.

Alvarez anticipates a rapid period of growth for the online service that will focus onother universities in the region as well as institutions in other states that attract inter-national students. He also plans to include information in Portuguese to serve theBrazilian market.

MBA students extend education beyond the classroom.

• In May, several International MBA Evening MBA students participated in theInternational MBA Study Abroad trip to Madrid, Spain, attending classes at theInstituto de Empresa (IE) with students from IE.

• International MBA students participatedin the International MBA MentorsProgram with executives from localcompanies, including Alert GlobalMedia, B/E Aerospace, Burger KingCorporation, ExxonMobil InterAmerica,Nason & Nason, Sofisa Bank of Florida,Visa International, and Wendy’sInternational. Mentors providedstudents with guidance and expertise tohelp them formulate their career goals.

• International MBA students obtained summer internships and several received andaccepted permanent employment as a result of their performance. Two internationalstudents from the class accepted permanent employment with a national employerwho was recruiting at the Chapman Graduate School for the first time and whosponsored their visas.

• Also in May, two groups of four International MBA students each participated in the 2004 Howard J. Leonhardt New Venture Challenge, the College’s business plan competition.

José Alvarez, bottom left, withteam members Michael Reyerosand Alba Nuñez.


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Top 45 Employers of MBA Students

1. Accenture2. Americas Software3. Appelrouth Farah & Co PA4. Autodesk Inc.5. B/E Aerospace6. Bacardi USA7. Banco Popular8. Bank of America9. Baptist Health10. Carnival Cruise Lines11. Caterpillar Americas Services Co.12. Citigroup13. Citrix Systems, Inc.14. City of Coral Gables15. City of Hialeah16. City of Montreal - Borough Cote Saint-Luc17. Deloitte & Touche LLP18. EDS19. Ernst & Young LLP20. Fastcol, Inc.21. Federal Express22. Florida International University23. Florida Power and Light (FPL)24. Hapag-Lloyd (America), Inc.25. Hilton Miami Airport26. International Materials, Inc.27. Johnson & Johnson28. Kimre, Inc.29. KPMG LLP30. Miami Dade Building Deptartment31. Miami Dade County Public Works32. Miami VA Medical Center33. Microsoft Corporation34. Mobis Parts America35. Morrison, Brown, Argiz & Farra, LLP36. National Golf Foundation37. Nortel Networks38. Royal Caribbean Cruises, Ltd.39. Ryder System, Inc.40. Sherwin-Williams Company 41. SSS & Associates LLC42. Synergy Labs43. The Miami Herald44. TradeStation Securities, Inc.45. Walgreens

USDA awards scholarships to Chapman students.

Angel González (MIB ’04) was one of fourteenstudents to receive a scholarship through theU.S. Department of Agriculture (USDA) PublicService Leaders Scholarship Program in 2002,its first year. After considering several otheruniversities, González selected FloridaInternational University, he said, because ofits location in Miami, its curriculum, and thefact that it was so international.

The program seeks to encourage talented,ambitious students to pursue a governmentcareer and to create access to universities forboth undergraduate and graduate students.Although the scholarships are not limited toHispanics and all applicants are considered ontheir merits, recruiting takes places in loca-tions with a high concentration of Hispanics.

“Hispanics are a highly under-represented group in the federal government,” saidWillis Collie, deputy director, USDA-HSI (Hispanic Serving Institutions) liaison,whose office recruits scholarship candidates and interfaces with agencies that needemployees. “While they represent twelve percent of the U.S. population, Hispanicsrepresent only five to six percent of government workers.”

Collie not only recruited González but also worked with him once he received thescholarship, making sure that he had a mentor, books, and other support—such as alaptop and printer—to help secure his success. González was sponsored by theForeign Agricultural Service, one of seven USDA agencies providing the scholarships.

Like the other recipients, he had to be prepared to work one year for the USDA foreach year of educational assistance he received. While still in school, he worked as aco-op student for the USDA office in Miami, doing market research in Caribbean foodmarkets to assist food and beverage exporters to enter the region. After graduating, he participated in the International Internship Program, working in the Food andAgricultural arm of the United Nations in Rome for three months.

“Helping people come out of hunger and poverty gave me perspective on my life,” he said.

The internship also enabled him to learn how to handle the bureaucratic challenges ofworking for an inter-governmental agency. He now resides in Washington, DC, work-ing in the area of international trade agreements. In the future, he hopes to become aforeign service officer, acting as a representative of U.S. agriculture to the world.

“I wanted to study international business, but I never thought I would be where Iam now,” said González who had started an M.A. in Puerto Rico and had alwayswanted to study in the United States but lacked the money to do so. “The scholar-ship changed my life completely.”

Angel Gonzáles (MIB ’04) with Eva Clayton,Assistant Director and Special Advisor tothe Director General of the Food andAgriculture Organization (FAO) of theUnited Nations, during his three-monthassignment at the FAO.

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Global programs take faculty expertise beyond South Florida.

Many countries look to people with degrees from U.S. institutions to help them meettheir business challenges. As an international business school, we want to reach outto people outside South Florida, and we recognize that partnerships and alliances areadvantageous to both our university and the institutions with which we establishthem. Our faculty members are highly regarded in areas such as the Caribbean andLatin America, among others. Not only does their presence on partner campuses helpspread awareness of our school, but it also enables them to learn about new culturesand countries.

The Chapman School “exports” some of its Master’s degrees—and facultyexpertise—to students in several countries through its Global Programsoffice. Our faculty travel to the countries where the students reside to teach;then, their on-site instruction is followed by technology-enabled, interactivecoursework that students can take when their professors return to Miami.Faculty members from the partner institutions teach or contribute to thecourse instruction as well. Such degree programs in other countries enablepeople to continue to work in their country while getting a business degreefrom the Chapman Graduate School.

Several degree programs following this model are offered at the UniversityCollege of the Caribbean (UCC) in Jamaica, including the International MBAprogram and an International Executive Master of Business Administration

(IEMBA) program. A new Master of Science in Management-Human ResourceManagement with a strong focus on international human relations management alsohas been launched at UCC.

An International MBA also is offered at Universidad Iberoamericana (UNIBE), SantoDomingo, Dominican Republic, and the office is exploring establishing a Master ofScience in Management Information Systems program in Greece.

Graduate students study abroad and work abroad.

Study and work abroad experiences enable our students to internalize what they arelearning, provide an occasion for setting up a network with students from othercountries, and help them develop business relationships.

For example, students in our International MBA program had a summer class trip toMadrid the past two years. The summer program affords them the opportunity tolearn best practices in business while immersed in a vivid, international context thatgives them the chance to meet with business people in another country.

To differentiate our Executive MBA from executive graduate programs offered atother universities, an international trip is built into the curriculum. As many asninety percent of the corporate executives who take the degree have been exposed toLatin America, but have little working knowledge of Europe or Asia Pacific, which isthe fastest growth area in the world. Such broadened awareness is of particularimportance to our students because many of them will continue their careers in theglobal gateway of South Florida.

Executive MBA program participants traveled to Hong Kong and China in April,2004. The bulk of the trip took place in Hong Kong. Students met with representa-tives from multinational corporations and government groups and toured factoriesand offices in Guangzhou, China, to learn about the country’s industrial region.

“I wanted to get an MBA because I was going to be movingfrom a privately-owned family company to a public com-pany and wanted to better understand the differences incorporate structure and reporting for Wall Street. I choseFlorida International University in part because I knewsomeone who had completed the Executive MBA andspoke highly of it. My experiences at the Chapman Schoolrequired a lot of discipline, a skill I transferred back to mywork environment. The program was demanding because the courses took place on Saturdays, which required somesacrifice, and because everyone had to work with a group of people we had not chosen. Yet, despite the differences inthe ages and expertise of the people in the group, we all became friends and learned from each other, which is a creditto us and also to the way the Chapman School put the whole program together. My work for the Executive MBA gaveme a better understanding of finance and has helped me in my new position overseeing the daily operations of 21offices located in the maritime centers of the world—Korea, Singapore, London, and the United States.”

STEPHEN LEONARDEMBA ’03 Senior Vice President of Sales and Business DevelopmentWorld Fuel Services

“The Executive MBA was just being inaugurated when I began it in 1995.Even then, it attracted intelligent speakers, giving us access to key localfigures in the business world—such as people from multinational corpora-tions—who provided a fascinating way for us to learn about issues acrossindustries. The students were bright, with lots of potential and drive. Theprogram provided the perfect vehicle to be exposed to accounting, infor-mation technology, finance, and organizational issues, among other areas.My group was very diverse and the experience brought us up to speed inways that on-the-job training would not have done. Over the past nineyears, the program has evolved to include an expanded curriculum andnow holds a strong competitive position with other area schools. It’simportant that the program is recruiting people interested in the Americasbecause the trade relationship between Florida and South America isenormous. Today, the Executive MBA is outstanding, reflecting the qualityand leadership at the business school. I’m proud to be associated with it.”

CHRISTIAN AITKENEMBA ’97 Managing DirectorTuthill Corporation, Latin American Region

As a leader in international business education, the College’s ability toremain on the cutting edge manifests itself in a two-way commitment.Through a wide range of seminars, programs, and courses offered on cam-pus and at company sites in the United States and elsewhere, experts fromthe College help members of the business community broaden their knowl-edge—enabling them to stay up to date on a variety of business issues andto earn professional certifications. Conversely, members of the businesscommunity contribute to the College in a variety of ways. They mentor stu-dents informally or through a new mentoring program, present lectures toclasses or student organizations, provide internships or employment, hostregional or local alumni events, and evaluate the curriculum’s relevance byserving on advisory boards.

The Office of Professional Education offers programs to the community thatrun the gamut from accounting and finance to human resources, leadership,marketing, project management and technology.

The Office of Executive Education coordinates executive educationprograms, seminars, and courses offered through the Chapman GraduateSchool of Business. These opportunities help executives in the businesscommunity to stay current on best practices in business leadership, strat-egy, and management.


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Professional and Executive Education:Forging mutually-beneficial relationships between the College and the business community

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Professional education offerings are extensive and on-target.

Open enrollment, non-degree programs offered through the Office of ProfessionalEducation help prepare participants for nationally- and internationally-recognizedcertification programs. In addition, attendees are able to obtain various certificationsfrom Florida International University. Underscoring the College’s commitment totechnology, the Office of Professional Education offers certificate programs in infor-mation security and privacy, which range from those designed for any computer userto specialty programs focused on technologies and security solutions developed byCisco Industries.

Courses, which are taught by faculty members from the College and other local uni-versities as well as by qualified business professionals and consultants, aredelivered on campus and at business and government offices. In addition to thedozens of programs offered as open-enrollment, the Office of Professional Educationcustomizes programs for local and international companies, typically deliveringthem on site.

During 2003-2004, for example, the Office of Professional Education led trainingseminars on “Customized Sales Strategies” for Carrier Corporation’s sales personnelat Carrier’s office in Puerto Rico and presented “Principles of Project Management”through our partner, Institute of Management Studies, in Kingston, Jamaica.

A complete listing of current courses and seminars can be found athttp://ope.fiu.edu.

P R O F E S S I O N A L A N D E X E C U T I V E

Executive education programs target high-level managers and executives.

• “How to Manage the Media Effectively” gives busy executives the necessary skills to manage the media on an ongoing basis or when crises arise. Not only does theCollege’s course give them the requisite abilities through a highly interactive, daylongevent, but also it is unique because it is offered in Spanish, or in a combination ofSpanish and English, depending on the participants’ particular requirements. Morethan fifty people have participated since the program was launched in 2003, and it has been presented in Peru, Ecuador, Chile, Argentina, and Brazil as well as on theCollege’s campus. Since December 2003, the course has been offered monthly.

• “The Joy of Retailing,” offered in Argentina and in Miami in 2003-2004 toExxonMobil Americas South, helped medium- to high-profile executives, includingglobal, country, and territory managers, add retailing savvy to their knowledge of oilproduction and gas distribution. The program showed them how to unlock the enor-mous revenue and profit potential of “On the Run” convenience stores located atExxonMobil gas stations. IAE, Universidad Austral, partnered with the College todeliver the case-study-based, five-day program.

• “Strategic Market Orientation,” a five-day course, drew senior executives from LatinAmerica, Mexico, and the United States the two times it was offered last year. Seniorexecutives representing Blue Star Food Products, Caterpillar Inc., Data Satelital, S.A,Fracc. Coyoacan, Johnson & Johnson, Hewlett Packard, Ingersoll Rand, Oracle, Proezaand Ryder System, Inc. participated in a program that has been offered at other busi-ness schools, including Stanford Business School, Harvard Business School, and theWharton School at the University of Pennsylvania. Walfried Lassar, SunTrust associateprofessor of marketing, co-facilitated the seminar with David Weinstein, visiting RyderEminent Scholar in marketing and co-creator of INSEAD’s trademark, computer-basedsimulation on which the seminars are modeled.


Research focuses on international business issues.

Not only are our faculty international in their demographics, but they alsobring their global perspective to the full spectrum of business topics—frommarketing to human resources to finance—and embrace the entire range ofapproaches, from the theoretical to the empirical. Their contributions are reg-ularly published in a host of professional journals and as chapters in books oras entire volumes.

By actively contributing to international business research—through stud-ies on issues that cross borders and through their collaboration withexperts worldwide—they set an example for students and help create aresearch atmosphere that continuously attracts scholars from many coun-tries as faculty members. Below are just a few examples.


3 1F A C U LT Y A N D C E N T E R SF L O R I D A I N T E R N AT I O N A L U N I V E R S I T YC O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

Our Faculty and Research Centers:Learning through Research and Experience

José de la Torre

In the 1990s, countries in Latin America underwent bothpolitical and economic reform. José de la Torre, dean of ourChapman Graduate School of Business, recently has co-authored with colleagues in Portugal and Chile an articletitled “Organizational Responses to Market Integration: TheLink between Fit and Performance among MNCs in LatinAmerica.” The article looks at how multinational companies,which had operated their regional subsidiaries as a group ofsemi-autonomous domestic units, responded to the changes.

They theorized that these large international units would undergo integration oftheir efforts and, thereby, modify their approach to doing business in the area. Theiranalysis confirmed that regional managers responded to the changes by increasingcentralization of their decision making and integrating the efforts of dispersed sub-sidiaries. They further found that this integration was in direct response to thepressures of globalization. However, the researchers also found that many compa-nies actually overcompensated for the changes and instituted greater controls thanmight have been warranted. North American companies were more likely to do sobecause of the area’s proximity. Any overreaction, furthermore, often lead to poorerfinancial performance, suppressing local responsiveness and entrepreneurship.Finally, the group concluded that globalization is not an all-or-nothing response butone requiring a measured and proportional one. Dean de la Torre and his two col-leagues also wrote “The Evolving Multinational: Strategy and Structure in LatinAmerican Operations 1990-2000,” a chapter that appears in The Future of theMultinational Company, published in August, 2003.

Faculty Premier Journal Publications: 2003-2004

Krishnan DandapaniKrishnan Dandapani, “New architectures forfinancial services: Success and failure in Web-based financial services,” Communications ofthe ACM, 47.5 (May 2004): 31-33.

Kaushik DuttaA. Datta, Kaushik Dutta, H. Thomas, D.VanderMeer, “A Study of Internet Scalabilityand Cache-Based Approaches to Alleviate it,”Management Science, 49.10 (October 2003):1425-1444.

A. Datta, Kaushik Dutta, H. Thomas, D.VanderMeer, K. Ramamritham, “Proxy-BasedAcceleration of Dynamically-Generated Contenton the World Wide Web,” ACM Transactions onDatabase Systems, 29.2 (June 2004): 403-443.

Kuldeep KumarKuldeep Kumar, Jos van Hillegersberg, “NewArchitectures for Financial Services:Introduction,” Communications of the ACM,47.5 (May 2004): 27-30.

Sumit KunduSumit S. Kundu, Vikas Kumar, “Ranking theInternational Business Schools: FacultyPublication as the Measure,” ManagementInternational Review 44.2 (April 2004): 213-229.

Paul MiniardMichael J. Barone, Kay M. Palan, Paul W.Miniard, “Brand Usage and Gender asModerators of the Deception Associated withComparative Advertising,” Journal ofAdvertising, 33.1 (Spring 2004): 19-28.

Anthony MiyazakiDavid E. Sprott, Kenneth C. Manning, AnthonyD. Miyazaki, “Grocery Price Setting andQuantity Surcharges,” Journal of Marketing,67.3 (July 2003): 34-46.

Sherry MossSherry E. Moss, Juan I. Sanchez, “TheFeedback Gap: Leveraging OrganizationalLearning through Meaningful and EffectiveDialogue about Employee Performance,”Academy of Management Executive (Academyof Management/ OUP), 18.1 (February 2004):32-46.

Mary Ann Von Glinow

Over the course of her research career, Mary Ann Von Glinow,director, Center for International Business Education andResearch (CIBER) and professor, management and internationalbusiness, has often explored contexts and the ways in whichthey influence behavior, frequently in ways of which people areunaware. In “Can We Talk and Should We? ManagingEmotional Conflict in Multicultural Teams,” published in theAcademy of Management Review, Von Glinow and colleaguesfrom the University of Maryland and Northwestern University,

challenge the conventional wisdom of “talking things out” in the case of multicul-tural teams since, at times, there can be “interpretive barriers” that arise fromlanguage differences as well as from differing values and beliefs. As a result, manag-ing conflict may even create more conflict. The paper arrives at four conclusions. Thefirst is that emotional conflict might be inevitable in teams made up of multiple cul-tures. Their second finding was that talk itself might not be an effective method formanaging such conflict. Instead they advise what they call “aesthetic approaches”rather than talk. This concept includes an array of visual outlets that enable people toexpress their emotions. Finally, the authors challenge other scholars in this area tocommunicate on the issue in a variety of ways and to encourage the use of stories,images, or feelings in corporate settings. The ultimate goal is to manage emotionalconflict effectively and to find alternate ways of doing so.

John A.F. Nicholls

While the world community has become more homogenouswith each passing year, there are still significant differencesamong cultures. John A.F. Nicholls, chair and professor of mar-keting, and three of his colleagues decided to look at theshopping behavior in two cultures—the United States andChile—to discover whether the behavior of shoppers varies as aresult of cultural differences or because the types of facilities inwhich people purchased goods differed. They reported theirinvestigation and its results in an article titled “Structural or

Cultural: An Exploration into Influences on Consumers’ Shopping Behavior ofCountry-Specific Factors Versus Retailing Formats.” The group found initially thatmany of the behaviors of people in malls are actually universal. However, otheractions do seem to be country-specific. Understanding these patterns of behavior isimportant for global marketing efforts, particularly when it comes to strategic plan-ning in large multinational corporations. They concluded, for example, that in someareas a standardized marketing strategy will work in some instances, particularly inshopping malls, while country-specific approaches work best in other environments,such as local shops. The final goal, of course, is to help companies serve their cus-tomers better.

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F A C U LT Y C O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

Kannan RaghunandanL. Abbott, S. Parker, G. Peters, KannanRaghunandan, “The Association Between AuditCommittee Characteristics and Audit Fees,”Auditing: A Journal of Practice and Theory,22.2 (September 2003): 17-31.

Kannan Raghunandan, D. Rama, “AuditCommittee Composition and ShareholderActions: Evidence from Voting on AuditorRatification,” Auditing: A Journal of Practice andTheory, 22. 2 (September 2003): 253-264,

L. Abbott, S. Parker, G. Peters, KannanRaghunandan, “An Empirical Investigation ofAudit Fees, Non-Audit Fees and AuditCommittees,” Contemporary AccountingResearch, 20.2 (July 2003): 215-234.

S. Whisenant, S. Sankaraguruswamy, KannanRaghunandan, “Evidence on the JointDetermination of Audit and Non-Audit Fees,”Journal of Accounting Research, 41.4(September 2003): 721-744.

Dasartha RamaM. Geiger, Dasaratha Rama, “Audit Fees, Non-audit Fees, and Auditor Reporting on StressedCompanies,” Auditing: A Journal of Practiceand Theory, 22.2 (September 2003): 53-70.

K. Raghunandan, Dasaratha Rama, “AuditCommittee Composition and ShareholderActions: Evidence from Voting on AuditorRatification,” Auditing: A Journal of Practiceand Theory, 22.2 (September 2003): 253-264.

V. Iyer, Dasaratha Rama, “Clients’ Expectations onAudit Judgments: A Note,” Behavioral Researchin Accounting, 16.1 (January 2004): 63-74.

Juan SanchezSherry E. Moss, Juan I. Sánchez, “Are YourEmployees Avoiding You? Managerial Strategies forClosing the Feedback Gap,” Academy ofManagement Executive (Academy of Management/OUP), 18.1 (February 2004): 32-46.

Paul E. Spector, Cary L. Cooper, StevenPoelmans, Allen D. Tammy, O’Driscoll Michael,Juan I. Sanchez, Siu L .O., Dewe P., et al., “ACross-National Comparative Study ofWork/Family Stressors, Working Hours, andWell-being: China and Latin America vs. theAnglo World,” Personnel Psychology, 57 (March2004): 119-142.

Kuldeep Kumar

Our College has taken a leadership role in establishing a globalconsortium to conduct and disseminate research on the man-agement of globally-distributed work. Kuldeep Kumar,professor and Ryder Eminent Scholar, department of decisionsciences and information systems, has played an active part inthe development of what is called “The Globally-DistributedWork Research Consortium.” He was the prime mover in con-ceptualizing the idea and finding corporate partners. In itsearliest stages, it includes three companies: Tata Consultancy

Services (Asia’s largest software services company); Philips Software Ltd.; andMphasis Inc., along with three universities in addition to Florida InternationalUniversity: the Rotterdam School of Management, Erasmus University; the IndianInstitute of Management, Bangalore; and the Management Development Institute,Delhi). The objective is to work collaboratively toward advancing the state of knowl-edge and practice in the management of globally-distributed work through thepreparation and dissemination of world-class research on the subject, with a particu-lar focus on globally-distributed R&D. Discussions have been held to enlarge theconsortium to include additional companies and universities from the United States,The Netherlands, India, Thailand, and Pakistan.


3 3F A C U LT Y A N D C E N T E R SF L O R I D A I N T E R N AT I O N A L U N I V E R S I T Y

Sumit Kundu

Sumit Kundu, Ingersoll-Rand professor in international busi-ness, has been researching export-driven entrepreneurship,identifying ways in which it can play a positive role and canoffer lessons for economic growth in developing countries,specifically India, China, and Taiwan. His research requireshim to look beyond the demonstrable successes—such asIndia’s success in delivering software services, China’s successin manufacturing, and Taiwan’s success in the computer indus-try—to the infrastructure that may have had an effect on this

success. For example, since entrepreneurs thrive on freedom, he has considered theimpact of regulations and restrictions and what happens in these countries whensuch limitations are eased. He also has evaluated the contribution of positive fac-tors, such as engineering and technical capabilities. His interest was formed early,having written his dissertation on the globalization of the service sector with enti-ties such as multinational hotels, then moving to a focus on the high-tech industry,primarily software.

Krishnamurthy SurysekarKrishnamurthy Surysekar, “A Note on theInteraction Effects of Non-Financial Measuresof Performance,” Management AccountingResearch, 14.4 (December 2003): 409-417.

Kimberly TaylorJudy L. Harris, Kimberly A Taylor, “Exploring theBoundaries of Strategic Partnership: The Casefor Greater Agency Involvement in StrategicPartnerships,” Journal of Advertising Research,43.4 (December 2003): 1-7.

Steve ZanakisW. W. Cooper, Lawrence M. Seiford, EmmanuelThanassoulis, Stelios H. Zanakis, “DEA and itsUses in Different Countries,” European Journalof Operational Research, 154.2 (April 2004):337-334.

John ZdanowiczJohn S. Zdanowicz, “Detecting MoneyLaundering and Terrorist Financing via DataMining,” Communications of the ACM, 47.5(May 2004):53-55.

Dana Forgione

Dana Forgione, director of the School of Accounting, presenteda paper he co-wrote with colleague, John Wrieden,distinguished senior lecturer, to audiences in Budapest andNorway. Titled “The Impact of DRG (Diagnosis Related Groups) -based Payments Systems on Quality of Healthcare in OECDCountries,” the article looks at whether price controls in coun-tries that have adopted the U.S. model cause patients to bepushed out of hospitals “sicker and quicker.” In Budapest,Forgione delivered the paper to the Patient Classification

Systems/Europe (PCSE) and in Norway to the European Institute for AdvancedStudies in Management (EIASM). One original aspect of the research was the authors’development of a new international case mix index, enabling comparisons betweenpatients in two different countries.

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Faculty Books: 2003-2004

Dinesh BatraJoey George, Dinesh Batra, Joe Valacich, Jeff Hoffer, Object-Oriented Systems Analysisand Design, Paperback (NJ: Pearson/PrenticeHall, 2004).

Irma Becerra-FernandezIrma Becerra-Fernandez, Avelino Gonzalez,Rajiv Sabherwal, Knowledge Management:Challenges, Solutions, and Technologies, (NJ:Pearson/Prentice-Hall, 2004).

Sushil K GuptaSushil K Gupta, Nimisha Garg, “Proceedings(on CD) of Second World POM Conference and15th Annual POMS Conference”, (POMS,2004). ISSN Number 1548-4882.

Larry A. SmithLarry A. Smith, Magical Presentations, (NY:AMACOM, 2004).

Faculty Book Chapters: 2003-2004

Carolina GómezMary Y. Brannen, Carolina B. Gomez, Mark F.Peterson, Laurence Romani, Lilach Sagiv,“People in Organizations: Culture, Personality,and Social Dynamics”, The Handbook of GlobalManagement: A Guide to Managing Complexity,(Oxford, UK: Blackwell, 2004).

Juan I. SánchezJuan I. Sánchez, “Why, When, and How ShouldA Job Analysis Be Conducted?” Psychologieappliquée à la Gestion des ResourcesHumaines, 2nd edition, (Paris: Editionsd’Organisation, 2004).

Mary Ann Von GlinowMary Ann Von Glinow, Mary Teagarden,“Counterintuitive Findings in IHRM Research:Lessons from the IHRM Best PracticesConsortium,” The Future of HR: 50 ThoughtLeaders Call for Change, (Hoboken, NJ: JohnWiley & Sons, 2004).

Carolina Gomez

Carolina Gomez, Barsky-Greenstein associate professor, depart-ment of management and international business, has prepared anumber of articles that consider the special challenges of man-aging human resources in different cultures. One of the studiesshe undertook with colleague Juan I. Sanchez, professor ofmanagement and international business, looked at the humanresource activities of multinational companies in Latin Americaand evaluated how they adapt to varying environments.“Managing HR to Build Social Capital in Latin America within

MNCs” looks at methods for encouraging employees to identify with the company insuch a way that it becomes “part of its in-group.” To achieve this goal, multinationalsneed to emphasize the interpersonal aspects of the HR process more than they do inthe United States. In addition, the report encourages companies to evaluate local val-ues and make modifications in HR practices so they fit in with local values. Towardthis end, the authors view human resources as the buffer between efforts at globaliza-tion and localization—a balancing act between two disparate goals.

College’s centers of excellence emphasize research and service.

The Center for International Business, Education, and Research (CIBER)

Participating in CIBER events enables people to learn through experience. Manysuch opportunities occur in programs for faculty members and business profession-als who want to learn or improve their Spanish, including the Annual SpanishLanguage and Cultural Immersion program and the Annual Spanish LanguageFaculty Development Program, titled “Teaching Spanish for Business: A GlobalApproach.” CIBER also participates in a consortium of schools that collaborate topresent the Annual Professional Development in International Business (PDIB)Mercosur. Designed for U.S. business professionals and faculty, the program aims toraise awareness about the social, political, economic, and business environmentsthat exist in South America. During the two-week PDIB in 2004, participantsexplored a wide range of topics that affect business opportunities, from nationaleconomic reforms and adjustments to regional and country-specific business prac-tices. Meetings with business faculty from leading academic institutions, businessexecutives from multinational companies, and government officials, along with cul-tural events and city tours, rounded out the experience.

Piño Global Entrepreneurship Center

Among its many activities, the Piño Global Entrepreneurship Center fosters newtechnology firms, strengthens existing family-owned and -managed firms, researchesimportant issues, encourages new community enterprises to improve the economicvitality of South Florida and the Americas, and develops entrepreneurial leaders.Crucial to the Center was its receipt of significant grants from the Ewing MarionKauffman Foundation of Kansas City, Missouri. After being one of fifteen campusesselected by the Foundation to participate in its Kauffman Campuses Initiative—which brought the Center $50,000 for planning purposes—Florida InternationalUniversity became one of eight universities nationwide to receive a major challengegrant. The $3 million gift, which the University must match 2:1, was intended tohelp the Center promote and cultivate the spirit of entrepreneurship on the campusand in South Florida.

Although relatively new, in 2003-2004 the Center hosted a number of Wertheim lec-tures, bringing entrepreneurs and leading scholars of entrepreneurship to the campus.“Entrepreneurship and National Economic Growth: Recent Findings from the GlobalEntrepreneurship Monitor Project, “Just Sunglasses,” and CommercializingUniversity-Generated Technology: the Case of the University of Florida” were amongthe lecture topics. The Center has planned a variety of activities such as certificateprograms, forums, awards, research, and case study development.

Jerome Bain Real Estate Institute

The Jerome Bain Real Estate Institute offers a real estate major—with a five-coursecore curriculum plus electives—through the College’s Department of Finance.Enhancing the major, developing a master’s program, and building a real estate pro-fessional development program were among the Institute’s activities in 2003-2004.The real estate student association and the real estate alumni association, headed byPaul Jones of Pyramid Realty Group, Inc., offered ways for current and formerstudents to stay involved with the Institute.

Much of the effort at the Institute focused on upcoming events. Work began on establish-ing a five-day executive program about how to invest in South Florida. The program,which will be marketed globally, will focus on Latin American and U.S. investors.



Centers at a Glance

The Center for Accounting, Auditing and TaxStudies conducts and sponsors innovativeresearch projects and holds seminars and shortcourses for accountants and auditors.

The Center for International Business, Education,and Research (CIBER) conducts research focusedon making U.S. firms more competitive abroad; italso organizes and funds faculty developmentprograms in Latin America and coordinates theCollege’s study-abroad programs.

The Piño Global Entrepreneurship Center facili-tates all entrepreneurial activities and coursedevelopment across the University.

The Jerome Bain Real Estate Institute conductsresearch and offers educational opportunities,including undergraduate, graduate and execu-tive education. It is known for its expertise ininternational real estate transactions.

The Knight Ridder Center for Excellence inManagement conducts and funds facultyresearch on “best practices” in internationalmanagement and shares these through variousoutreach programs in the Americas.

The Ryder Center for Supply Chain Systems con-ducts research on global distribution systems.

Knight Ridder Center for Excellence in Management

Under the aegis of the Knight Ridder Center for Excellence in Management and inconjunction with the Greater Miami Chamber of Commerce’s Business AdvocacyCommittee, David Wernick, instructor and research director of the Center, examinedthe economic impact of new Homeland Security initiatives—such as the USA PatriotAct, the Bioterrorism Act, and the Maritime Transportation Security Act—on busi-nesses in South Florida. Survey results were included in a report titled “The Impactof Post-9/11 Security Measures on South Florida’s International BusinessCommunity.” The report covered international trade, ocean and air cargo,international and domestic banking, travel and hospitality, retail and wholesale,healthcare, education, and real estate.

College secures USAID grant to support economic development in Central America.

In the fall of 2003, the College secured an$868,000 grant as a subcontractor inWinrock International’s $4.5 million, five-year grant from the U.S. Agency forInternational Development (U.S. AID).

The grant supports the John OganowskiFarmer-to-Farmer program, which seeksto increase rural prosperity and promotetrade-led economic growth in Nicaragua,Guatemala, Honduras, and El Salvador.The effort is being coordinated by thePiño Global Entrepreneurship Center’s Institute for Community Innovation.Volunteers—including graduate students in the College—undertake short-term,intensive commitments, working with locals to address concrete needs that havelong-term implications. Through consultations with farmers and farmorganizations/cooperatives in the region, the volunteers, who have a background inmany fields, provide technical assistance and training to help agricultural producersimprove the way they do business and take advantage of new ways to add value totheir raw commodities before exporting them. Beyond the considerable gratificationof making a contribution, volunteers benefit because they are able to establish busi-ness contacts in other countries.

Building on the early success of the Farmer-to-Farmer project, the College launcheddiscussions with the Inter-American Institute for Cooperation in Agriculture (IICA),an agency of the Organization of American States. Established in 1942, IICA is dedi-cated to fostering agribusiness development in the Western Hemisphere. Collegefaculty and IICA are considering joint seminars and training programs in priorityareas such as bioterrorism safeguards, food safety, and export marketing.

Our College’s alumni are involved as well. Omar Salinero (BBA ’87; MSF ’90) lent hisfinance and banking expertise in Nicaragua over a three-week period, visiting andauditing ten cooperatives within the Fondo de Crédito Rural to help them improvetheir credit application reviews, thereby speeding their access to funds.

“They also requested assistance in finding resources for different programs,especially in the areas of fast-growth tree farms and farming in other agriculturalproducts such as cattle for milk and meat, grains, and vegetables,” said Salinero,president of OSI Enterprises, a real estate development company operating out ofFlorida and Colorado.

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Although his stay was relatively short, Salinero saw heartening improvements.

“The cooperatives that we visited seemed to take a more proactive approach towardfulfilling the requirements. Also, at a two-day seminar that addressed marketingneeds, we were able to field some of their concerns about the credit approvalprocess,” he said. “The event was attended by the President of Nicaragua, EnriqueBolaños, who went to every table and spoke with representatives of the cooperatives.”

Having spent more than two years with his family living and consulting in CostaRica, Salinero felt prepared to face the situation in Nicaragua, which has one of thehighest poverty rates in Central America. Despite the current realities, he felt opti-mistic about the country’s future, even beyond the changes he saw that will enablethe cooperatives easier access to funds.

“I think that in five years, Nicaragua will be very different,” he said. “I saw signifi-cant ways that my clients can invest there, which will strengthen the local economy.”

Based on this comment, it is clear that his experience provided him with exactly thekind of payback the grant administrators hoped for the volunteers: the opportunity toestablish new business relationships and identify new business opportunities.



“I think that in five years, Nicaragua will be very different,” he said. “I saw significant ways that my clients can invest there,

which will strengthen the local economy.”

Our Business Alumni Chapter

More than seventy percent of the College’s graduates remain in SouthFlorida, and the Business Alumni Chapter provides them with opportunitiesto create meaningful and lasting relationships designed to achieve five goals:increase their business options, advance in their chosen professions, buildnew ventures, become outstanding community role models and civic-minded leaders, and re-connect with the University, helping it and itsstudents to excel in today’s competitive marketplace.

In 2003-2004, the Chapter held monthly social mixers, a Business Expo, aCollege Faculty and Alumni Softball Game and Family Picnic, and a seriesof community service projects. These activities were added to the well-estab-lished events the Chapter undertook during its first three years: quarterlyBusiness Card Exchange Breakfasts, at which a keynote speaker discussed aparticular topic of interest and alumni had time to meet and network; socialmixers every two months; a general membership meeting to discuss successesand seek out new leaders; and an Annual Pool Tournament each May.

First international Chapter launched in 2004.

January 24, 2004 saw the formal launch of the College’s first internationalalumni chapter: the Jamaican Chapter. More than 100 guests in Kingstonattended and heard speeches by The Honorable Dr. Donald Rhodd, ministerof state, Ministry of Education, Jamaica; José de la Torre, dean, ChapmanGraduate School of Business; and Monique Catoggio (EMBA ’03), theCollege’s director of alumni and partner relations. Dr. Rhodd pledged hisgovernment’s support to the Chapter, while de la Torre gave Chapter leadersthree challenges: to provide alumni with a forum to help recruit students forthe Jamaica programs, to host the College’s first international alumni trip,and to organize an advisory board of alumni to aid in mentoring,internships, recruiting, and program/curricula development.


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Our Alumni:Continuing to contribute and to receive acclaim

2003-2004 Alumni Chapter Board of Directors:

President: Miguel Horvath (BBA’00), American Express Financial Planners

Vice President: Manny Pravia (MST ’92), Burger King

Treasurer: Luis Pereira (BBA ’01) Neoris

VP of Communication: Carla Alegría (BBA ’96) Crédito eInversiones

Secretary: Senen Garcia (BBA ’02), Alphmega

Historian: Jeremy Baker (BBA ’00), FloridaInternational UniversityController’s Office


The Dean’s Alumni Circle, a group of mid- tosenior-level executives who graduated from theCollege, works closely with administrators,advising them on and helping them implementimportant new initiatives to further the College’sstrategic goals.

2003-2004 members of the Dean’s Alumni Circle

Demian Bellumio (BBA ’00)Director of Corporate Development, TerremarkWorldwide, Inc.

James “Jim” Bussey (EMBA ’99)Executive Assistant to the Executive Dean,College of Business Administration, FloridaInternational University

Josie Carreño (MBA ’99)Director and Site Manager, ProgramManagement/OEM/Reagents ProductDevelopment, Beckman Coulter Corporation

Alfredo Cepero (BACC ’88; MACC ’90)Audit Partner, BDO Seidman

Claudio Cury (MBA ’01)Regional Manager, Center Group North America

Richard Danze (EMBA ’03)Vice President of Operations and Technology,The Miami Herald

Carlos Garcia (MBA candidate)Senior Manager, Goldstein Schechter PriceLucas Horwitz & Co., PA

Alumni Circle launches mentoring program.

The Deans’ Alumni Circle developed a mentoring program that pairs students withsenior-level alumni and other executives in South Florida. Mentors help their“mentees” determine their paths to personal and professional success, coach themon activities that will add to their experience or skill development, tutor them inspecific skills and effective behavior, and serve as confidantes. A pilot session ranfrom November 2003 through April 2004 and matched fifteen mentees and mentors.Mentors in the pilot program represented BDO Seidman; Bank of America; BeckmanCoulter Corporation; Berkowitz Dick Pollack & Brant, LLP.; Florida InternationalUniversity; Goldstein Schechter Price Lucas Horwitz & Co., P.A.; Merrill Lynch;RAM Strategy, Inc.; Sprint; Stryker Latin America; The Miami Herald; andTerremark Worldwide, Inc.

Entrepreneurship Hall of Fame honors successful alumni entrepreneurs.

The 2004 Entrepreneurship Hall of Fame Induction Ceremony and Luncheon inMay honored alumni of the College and other members of the business communitywho achieved distinction as founders and builders of new business enterprises. Atthis year’s event, sponsored by SunTrust Bank, Miami, and supported by mediapartners South Florida CEO, NBC 6, and Telemundo 51, Joseph L. Caruncho (BBA’81) and Justo L. Pozo (BBA ’80), founders, Preferred Care Partners PSO HealthPlan, were inducted.

When profiled by NBC 6 and Telemundo 51, the two men were described as today’sknights: taking on a quest and taking risks in the challenge-filled managed care arena.

Three individuals received special awards. Keith St. Clair, CEO, TraveLeaders, wasnamed 2004 South Florida Entrepreneur of the Year. Roberto Capó (BBA ’93), vicepresident of advertising, El Dorado Furniture and Andrew P. Yap (BBA ’91; MBA’97), vice president and CEO, LEASA, were recognized as 2004 South Florida FamilyBusiness Entrepreneurial Alumni.

Though he expressed great personal gratification over being the recipient, St. Claircredited the 500 people who work for him and emphasized the importance of educa-tion in building a successful company.

Capó spoke about his family business, which includes his father and his six brothers,noting his hope to take marketing at the company to a new level and the fact thatFlorida International University is part of the business’s culture.

Yap’s family company is one of the largest bean sprout growers in Florida. He talkedabout how his graduate courses helped foster his strong entrepreneurial spirit, about theimportance of having a dream, and about having the determination never to give up.

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Michael Gibaldi (BBA ’84)Regional Manager, Business Wire Florida

Matilde Gramling (EMBA ’00)Director, Florida International University

Lamar J. Lewis-Sutton (BBA ’99)Senior Auditor & Litigation Accountant,Morrison, Brown, Argiz & Farra, LLP

Daniel A. Linares (BA ’93; MBA ’98)Vice President, Financial Sales Leader,Wachovia Bank, NA

Brian Mormile (MBA ’93)Senior Vice President and ClientManager/Commercial Banking, Bank of America

Marc Poliquin (EMBA ’03)

Richard A. Pollack (MSF ’02)Director, Berkowitz Dick Pollack & Brant, LLP

Miguel Rabay (BA ’81)President and CEO, e-Globalnavigators, Inc.

Thomas C. Smith (EMBA ’99)Financial Advisor, Merrill Lynch

Joaquin R. Urquiola (BBA ’88)Senior Manager, Goldstein Schechter PriceLucas Horwitz & Co., PA

Augusto “Gus” Vidaurreta (BA ’80)Principal, RAM Strategy, Inc.Alumni Circle Founding Chairman

“I was born in Puerto Rico to Cuban parents, and the international emphasis at FloridaInternational University was very important to me. When I began interviewing forjobs after completing my undergraduate degree in engineering, I found that my expe-riences at the University gave me an advantage because I had mingled with peoplefrom so many countries and had learned to embrace and leverage differences. I hadcome to see differences as opportunities, not limitations. Whenever I compete withpeople from universities such as Harvard, Yale, and Princeton, I feel I have an edgebecause of my international orientation, which has many aspects: the fact that I comefrom such a well-rounded international school, that I understand and am sensitive toother cultures, that I can work with people who see things from a different angle, andthat I recognize that there is more than one solution to any problem. Another benefitfor me as an undergraduate was doing summer internships, in which I experienceddifferent roles and responsibilities and refined what I was most interested in. Now,when I evaluate prospective employees, I look for people who have had assignmentsin other countries because that shows me that they have open minds and that they’llbe able to deal with crisis management—should that need arise—because they under-stand other cultures.”

TANIA SÁNCHEZBS ’89; MBA ’91Director, Head of Marketing and Communications for Latin AmericaThe Citigroup Private Bank

“I went to high school in Miami and knew about Florida International Universityand the fact that it was developing a good business program. The College gave mea solid, fundamental background—including technology training in accounting—to prepare me to go out into the business world. Because I was so happy with theeducation and with my professors, I decided to return for graduate school. I hadheard good things about the graduate program, knew the professors, and figured,‘Why change a good thing?’ I feel my degrees from the University helped me get my first job and gave me solid back-ground to succeed in it. The University used to be a nice secret in South Florida, but now, with all the awards andrecognition it’s been getting, it’s not a secret anymore.”

ALFREDO CEPEROBACC ’88; MACC ’90Audit PartnerBDO Seidman, LLP

Our alumni and friends have long been strong supporters of the College.Thanks to their generosity, we have continued over the last decade to provide our students with the resources to ensure they receive a top-notcheducation—resources like scholarships, state-of-the art technology, excep-tional faculty and research centers, services for student organizations, career development, and more.

Because we live in an era of ongoing decline in public funding for highereducation yet experience annual increases in the numbers of students weserve and in the costs of educating them, we increasingly rely on and areextremely grateful for the generosity of our alumni and friends as they con-tinue to help us move forward. Thanks to that generosity, we are where weare today. We would not be here without it. And, as we look ahead, we hopeto garner even more support to take us to where we need to be tomorrow.

The first Campaign for Florida International University was launched onJuly 1, 1994, and concluded on January 31, 2001. It is the results of this cam-paign, during which the College received $15,294,969, that we want tohighlight in this, our inaugural Dean’s Annual Report.

We are especially grateful for the support we received from the most signifi-cant donors to this Campaign:

– Ryder System, Inc.– Knight Ridder– Alvah H. Jr., and Betty Chapman– Miami Board of Realtors Educational Foundation, Inc.– Oracle Corporation

We’re also thankful to the many other corporations and individuals whocontributed to this first-ever campaign on behalf of the College.


4 3F R I E N D S A N D S U P P O R TF L O R I D A I N T E R N AT I O N A L U N I V E R S I T YC O L L E G E O F B U S I N E S S A D M I N I S T R AT I O N

Friends and Support:Building an Excellent Business School

How the Gifts Were Allocated*Total: $15,294,969(Campaign 7/1/94 to 1/31/01)

For Students: $ 1,308,882For Programs: $ 4,077,794For Faculty: $ 9,908,293

How the Gifts Were Allocated*Total: $15,294,969(Campaign 7/1/94 to 1/31/01)

For Endowment: $11,929,629For Operating: $ 3,365,340

Operating$3,365,340

Endowment$11,929,629

Students$1,308,882

Programs$4,077,794Faculty

$9,908,293

Ryder System, Inc.

The purpose of the Ryder System, Inc., $4.081 million gift was to establish fourEminent Scholar Chair endowments and to create the Ryder Center for SupplyChain Systems in the College. These included the Ryder Eminent Scholar inBusiness Leadership, currently filled by Dr. Michael Prietula; the Ryder EminentScholar in Decision Sciences, currently filled by Dr. Ronald M. Lee; the RyderEminent Scholar in Management Information Systems, currently filled by Dr.Kuldeep Kumar, and the Ryder Eminent Scholar in Global Logistics Management,currently filled by Dr. David Weinstein.

All four Eminent Scholars in this Center engage in extensive research, have securedgrants, published extensively, lectured and presented at international conferences,and conducted case studies—to name just some of the work that not only has benefit-ted our students and the academic community, but also has provided insights tocompanies with whom they have partnered and has helped build the College’s grow-ing reputation as a major center for international business education and research.

Knight Ridder and Alvah H. Jr., and Betty Chapman

The Knight Ridder Center for Excellence in Management was created in April, 1995,with an endowment of $5.28 million (including state match) from Knight Ridder($4.08M) and Alvah H. Chapman, Jr., and Betty Chapman ($1.2M) to fund fiveendowed chairs. Three of those chairs are currently filled by Eminent Scholars whohave faculty appointments in individual departments. Each Eminent Scholar uses theavailable endowment income from his chair to fund research and educational activi-ties. These include the Knight Ridder Eminent Scholar in Global Marketing, Dr. PeterDickson; the Knight Ridder Eminent Scholar in Management and Ethics, held by Dr.Andrew McCosh, and the Byron Harless Eminent Scholar Chair in ManagementDevelopment, held by Dr. José de la Torre. The purpose of assigning the EminentScholars to the Center is to encourage cross-disciplinary research and educationalactivities among them. The Center also has a Director and Coordinator for Researchwho have a small general endowment to help fund their research, project and educa-tional activities. Directing the Center is Dr. Ed Glab. David Wernick serves as theCenter’s Research Director.

The work of the Center Director, Research Director and research and educationalactivities of the individual Eminent Scholars, along with the cross-disciplinary proj-ects coordinated in the Center, are meant to be an integral part of the College’s effortsto strengthen its degree programs, executive and professional education, and appliedresearch leading to management excellence.

Miami Board of Realtors Educational Foundation, Inc.

In April, 1997, the Miami Board of Realtors Educational Foundation, Inc., on behalfof the Realtor Association of Miami, Inc., gave a $750,000 gift to establish and endowthe Jerome Bain Real Estate Institute in the College. Directed by Dr. John Zdanowicz,the Center offers an undergraduate real estate major, will soon offer a graduate degreein real estate, and is well-known for its research and service in the field of interna-tional real estate investments.

Oracle Corporation

Oracle Corporation’s $1.580 million gift-in-kind, received in January, 2000, has enabledour Decision Sciences and Management Information Systems faculty to use variousversions of Oracle RDBMS for instruction in both undergraduate and graduate courses.

If you should have any questions concerning the information presented about giftsand donors and if you’d like to make a contribution to the College of BusinessAdministration, please call Annabelle Rojas, director of external relations andresource development, at 305-348-3339.

Sources of FundingAcademic Year 2003-2004Total: $29,813,415

SOURCESState Allocation $16,159,859 54%Auxiliary Operations $10,842,846 36%

Additional Fees - Credit Programs $9,863,987

Executive & Professional Development $978,859

Contracts and Grants $918,124 3%Endowment Income $658,919 2%Annual Gifts/Contributions $1,031,188 3%Miscellaneous Revenue $202,479 1%

TOTAL $29,813,415

54%State Allocation

36%Auxillary

Operations

3%Contracts

and Grants

3%Annual Gifts/Contributions

2%Endowment Income

1%Miscellaneous Revenue

4 4





DANIEL H. ARONSONShareholderGreenberg Traurig, P.A.

ROBERT BELLChief Executive OfficerSea & Ski Corporation

ROBERTO CAVALCANTIPresident, Latin America & Caribbean American Express TRS

RUI DA COSTAVice President & General ManagerEnterprise Systems GroupLatin American & CaribbeanHewlett-Packard Company

RAFAEL COUTTOLENCSenior Vice President – Latin AmericaDHL Express

PATRICIA DAHNERegional PresidentMiami-Dade CountyColdwell Banker Florida

DENNIS KLINGERVice President & Chief Information Officer

Florida Power & Light Company

ANGEL MEDINA, JR.PresidentMiami-Dade CountyUnion Planters Bank

FELIPE MEDINALatin American Regional ManagerGoldman Sachs

LUIS GABRIEL MERIZALDERegional Vice PresidentLatin America & South Africa RegionGeneral Mills

CARLOS MIGOYAPresidentDade and Monroe CountiesWachovia Bank, N.A.

AGUSTÍ MIRÓManaging Partner Accenture

ALVARO G. DE MOLINACorporate TreasurerBank of America

JEANNE MORENOChief Information OfficerCitrix System, Inc.

PETE PIZARROChief Executive OfficerTelefonica Data USA, Inc.

CARLOS SABATERManaging Partner South Florida & Puerto RicoDeloitte & Touche LLP

DIANE SANCHEZPresident & Chief Executive OfficerInternet Coast Exchange

FEDERICO SANCHEZPresidentL.I.C. Capital

GABRIEL SANCHEZ-ZINNYPartnerEgon Zehnder International

College of Business Administration Dean’s Council 2003-2004

AMY E. WAGNER-POMARESGroup DirectorInvestor RelationsRyder System

OSCAR SUAREZPartnerKPMG, LLP

MICHAEL D. TOVIANVice President, Store OperationsWalgreen Company

N. K. “TRIP” TRIPATHYPresidentBurdines-Macy’s

JESSE J. TYSON PresidentExxonMobil Inter-America Inc.

RAUL J. VALDES-FAULI PartnerSteel Hector & Davis International

AUGUSTO L. VIDAURRETAPrincipalRAM Strategy, Inc.

NORMAN WELDONPresidentPartisan Management Group

GABRIEL ZAMBRANO BENITEZDirector GeneralProeza TI

4 6



ProfilesCollege of Business Administration

Year Founded: 1972Full Time Faculty: 109Multi-Ethnic Faculty: 34%

Total Enrollment: Landon Undergraduate School: 5,927Chapman Graduate School: 954Ph.D. Students 23Primary Research Centers: 6Alumni: 25,000

College of Business AdministrationFlorida International University11200 S.W. 8th StreetRyder Business Building – Suite 310Miami, FL 33199-0001http://cba.fiu.edu

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