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Date: January 31, 2017
1245 Estates Drive
Turlock, Ca 95380
Home: 209/250-1733
Work: 209/667-3835
Personal: 209/417-8456
Email: jtstrong@csustan.edu (work)
Email: jtstrong17@gmail.com (personal)
President’s Search Committee
c/o Veena Abraham
Witt/Kieffer at 2015 Spring Road, Suite 510
Oak Brook, IL 60523 (630-575-6122)
FGCUPres@wittkieffer.com
Dear Members of the Search Committee,
Enclosed is my application for the position of President, Florida Gulf Coast University (FGCU). My business and academic
experience, leadership and management skills fit very well with the vision of the university which states the following.
FGCU will achieve national prominence in offering exceptional value in high-quality educational
programs that address regional and statewide needs. Our programs, firmly grounded in
the liberal arts and sciences, will employ emerging instructional technologies. Possessing
entrepreneurial spirits, graduates will be well prepared for productive lives as civically engaged
and environmentally conscious citizens with successful careers, ready to pursue further education.
My entire thirty-year academic career has been with public universities that serve the region and the state. I have had
considerable success advancing the missions and visions of these institutions which is documented in this cover letter and
the attached vita and list of accomplishments. In particular, my private sector business experience coupled with academic
business and marketing graduate study, instruction, research and publication prepares me very well to lead a public
institution who desires graduates who will be instilled with an entrepreneurial spirit, prepared for civically engaged and
environmentally conscious citizenship, successful careers and ready to pursue further education. I am a very experienced
and respected academic leader with 20 years of experience as an academic administrator, five years as an associate dean,
nearly seven years as a college dean and six and a half years as provost and vice president for academic affairs. At times
these leadership skills have been exercised under highly adversarial and difficult conditions. I have led every institution
served to notable improvements. In September 2016 I announced my resignation as provost and vice president for academic
affairs for California State University (CSU), Stanislaus effective December 31, 2016 to allow the new president time to
search for a new provost which was completed successfully. I am now on the faculty and searching for a presidential
opportunity. The following addresses the opportunities and expectations for leadership and professional and personal
qualities desired in the FGCU president as described in the leadership profile.
Opportunities and Expectations for Leadership
Execute New Strategic Plan for 2016-2021
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Having a new thoughtful strategic plan in place before the arrival of the new president is very positive from my perspective.
I have extensive experience as a strategic thinker and planner. My objective in academic strategic planning is to make it
relevant and useful to tactical decision making. For a variety of reasons, including generally decentralized organizations, a
lack of understanding of the pros and cons of different approaches to strategic planning, and the differences between the
planning environment of higher education and the private sector, strategic planning in higher education often falls short of
its promise. At CSU Stanislaus I led the effort which resulted in a two-year strategic priorities plan. I also led the Strategic
Plan Working Group to recommend to the President a charge to create a new longer term strategic plan as recommended by
WASC (the regional accreditation body) in March 2015. Before leading the strategic planning effort at CSU Stanislaus I
chaired the strategic plan outcomes reporting committee for three years at CSU Dominguez Hills and led the effort to create
a strategic plan in the College of Business and Public Policy. My objective in all strategic planning is to create or facilitate,
and ultimately implement a process that yields more effective strategic and tactical thinking about the future and the
environment resulting in better planning and improved decision making. I have also always emphasized the importance of
aligning strategic planning with the institution’s mission and vision and the resource allocation process. The aligning
process should serve to build consensus among stakeholder groups. Fundamental to good strategic planning and
implementation are excellent information systems built on accurate data, the understanding of risk and the dynamic
environment of higher education and how that impacts FGCU.
Establish and Promote FGCU’s Distinctive Institutional Identity
The fact that the new strategic plan and the Board of Trustees (BOT) have identified the need to establish a “distinctive
institutional identity” is also very positive. My background in marketing and strategic planning enables me to provide
substantive leadership to achieve this branding goal. I was involved as a president’s cabinet member with a brand creating
study and implementation at CSU Stanislaus.
Increase Revenue to Support Strategic Goals
The addition of a performance based funding model to the state’s support of FGCU has the advantage of identifying and
measuring specific outcomes in order to receive new funding. To meet or exceed the metrics a new president will need to
understand how to improve performance and ensure that effective personnel, processes and information systems are in
place. I have had considerable experience improving graduation rates. Most recently California State University (CSU) has
focused the Graduation Initiative 2025 plan on improving four-year graduation rates. A substantial university-wide plan has
been developed to get more students on track for graduation in four years. Particular attention has been paid to students
who are currently on track to graduate in four and one half years and move them to four-year graduation using winter
intersession and summer school to complete the courses needed. A comprehensive plan is necessary to improve graduation
rates including appropriate scheduling and the elimination of bottleneck courses, the redesign of courses as appropriate to
reduce high DWF rates, adequate classroom capacity, intrusive advising (including an effective advising information
system with an early alert mechanism and career and major advising early in a student’s career), positively framed
programs to support categories of students who traditionally have lower retention and graduation rates (first-generation, low
income, underrepresent minority), a portfolio of high-impact practices (HIPs) that fit well with FGCU, and most important
engagement with the faculty and the faculty’s full participation in creating the plan to improve graduation rates.
Working with administrators, faculty and staff, and across division lines with Student Affairs, I have been at the center of
some impressive student success gains. For example, the First-Time-Freshman (FTF) six-year graduation rate has increased
from 49.5% (cohort 2003) to 57.4% (cohort 2010). Additionally, the underrepresented minority (URM) FTF six-year
graduation rate improved seven percentage points from the 2005 cohort to the 2007 cohort. The 2008 URM six-year
graduation rate is 52%, which is up 1% from the 2007 cohort. The gap between URM graduation rates (51%) and non-
URM rates (53%) has improved six percentage points from the 2006 to 2007 cohorts and remained at two percent for the
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2008 cohort. This compared to 14 percentage points for the CSU system for 2006 and 2007 cohorts. The 2009 cohort has
regressed to the mean and the gap is now six percentage points. Stanislaus State has received national publicity for “best in
class” value-added outcomes. An NPR Planet Money study ranked CSU Stanislaus fifth with Harvard, MIT, Stanford, and
UC Irvine as the best five in the nation for increasing student’s upward mobility based on five measures. A similar ranking
in Money magazine ranked CSU Stanislaus as the top public university/college in the nation in value-added and top 3
including publics and privates. Most recently, the Hechinger Report summarized a Department of Education study that
ranked Stanislaus State among the top 13 four-year public institutions with large Pell recipient student populations and high
FTF six-year graduation rates.
I have significant experience partnering with community foundations such as the Stanislaus Community Foundation where
we worked to improve the numbers of students attending either community college or a four-year institution and supported
the Stanislaus Education Partnership which consists of the Stanislaus County Office of Education, Modesto Junior College,
the Stanislaus Community Foundation and CSU Stanislaus.
As a faculty member and associate dean at the University of Akron I had extensive experience conducting corporate
training programs and building revenue from such programs from nothing to $500,000 per year with customers such as the
Goodyear Tire and Rubber Company and First Energy. I built an advisory board at the University of Akron to support the
information systems program that consisted of companies such as Accenture, Goodyear, Timken, First Energy, Omnova,
Advanced Elastomer Systems, Sprint, Enterprise, Smuckers, and KPMG Consulting. I built an advisory board to support
the College of Business Administration and Public Policy at CSU Dominguez Hills from inactive for 18 months with six
members to 56 members meeting three times per year with representatives from Toyota Motor Company, Fox
Entertainment Group, the Port of Los Angeles, the Los Angeles Sheriff’s Department, the Los Angeles County
Supervisors’ Office, The Aerospace Corporation, and the IRS to name a few. I also have some experience building applied
research relationships with local firms such as Dustbowl Brewery.
Foster a Strong Sense of Community
I am adept at building good relationships with individuals and groups who work at or otherwise support the university. In
all institutions I have worked for, I have taken the time and improved the relationship between my office and the relevant
stakeholder groups resulting in more collaboration, creative problem solving, innovation and student success. The work I
have done at California State University, Stanislaus, to rebuild the relationship between faculty and the president (including
senior administration) is an excellent example of working constructively with a key stakeholder group under difficult
circumstances to improve the university. I am an extrovert and would embrace the president’s community role and build a
strong relationship between the university and community stakeholders. I am also highly collaborative and transparent and
these two attributes are the basis for these very strong relationships with all stakeholders. I have the skill set and motivation
to build a highly collaborative working relationship with the Board, as I have done with the Foundation Board at CSU
Stanislaus (a philanthropic board not a governing board).
Lead Fundraising Efforts
The work done to date in fundraising at FGCU to date is impressive and provides an outstanding platform to build on. I
began my career in sales and marketing as a practitioner, and these have also been my academic fields. Both backgrounds
will help me lead alumni and development offices. I also have a background in development in academe. For six months, I
served as the Executive-in-Charge of the CSU Stanislaus Division of University Advancement which housed both alumni
relations and development, as well as communication and government relations. The division and university benefitted
from my leadership as EIC. I have established a partnership with university advancement, so that academic affairs and
advancement could work as a team in improving alumni relations and development. I established bi-monthly meetings
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between development officers and deans to improve coordination and build a knowledge base for a group of deans that
were very inexperienced in fundraising. I was part of the planning and call to the donor that resulted in the final payment
($180,000) for an endowment for a food safety program. I was a member of two searches for AVPs of development at CSU
Dominguez Hills. I had a development officer report to me at CSU Dominguez Hills and worked closely with the
development officer in the business school at the University of Akron. I am very knowledgeable regarding the principles
and practice of university development and fundraising including planned giving. I have no doubt I will be an unusually
effective fundraiser in the role of president. I established very strong advisory boards at both the University of Akron and
CSU Dominguez Hills as mentioned above. The development office at the University of Akron gave me a Certificate of
Achievement award for my work establishing an information systems advisory board and raising money and engaging
influential organizations in the region. I was part of the team that brought in the largest gift in the history of the CSU
Dominguez Hills College of Business Administration and Public Policy and established a very successful college awards
luncheon, which is still operational. This luncheon was a public relations centered effort.
Build and Lead a Strong Organization
As discussed above, my private sector background in marketing and university experience in marketing and business both
as a faculty member and as administrator for 20 years prepares me very well to “build and lead a strong organization.” In
fact, this is my greatest strength. I am an excellent recruiter of talent and they enjoy working for me because I value their
expertise and input and empower them to make decisions. I am also an excellent mentor for subordinates and students and
take that role very seriously. Strong working relationships and an esprit de corp are hallmarks of my teams. I am also very
familiar with the tradeoffs in organizational structure and management processes and I am not enamored of fads but
embrace effective innovations.
Professional Characteristics
Bold thinker . . .
I am an excellent strategic thinker and decisive when the appropriate opportunity presents itself. I am not, however,
impulsive. It was a bold plan to reduce the number of colleges from six to four during the budget crisis which is described
in more detail on my vita. Creating active advisory boards at the University of Akron and CSU Dominguez Hills were bold
decisions. Hiring the current athletic director at CSU Stanislaus and empowering him to transform the department of
athletics was a decisive action. Increasing the number of discipline specific academic programs delivered through
university extended education was decisive and entrepreneurial and departed from the culture of the institution at that time.
Experienced leader . . .
My record shows success at every institution I have served. At each institution my tenure has been substantial in time and
in achievements.
Practices and promotes environmental sustainability and values the unique role FGCU plays in local, community, and
state conversations.
I believe in and practice environmental sustainability and my record demonstrates a commitment to the local communities
surrounding the universities where I have been an administrator.
Effective communicator with a polished, professional demeanor who advocates for FGCU and earns the respect of the
Florida Legislature and Governor, as well as the Florida Board of Governors.
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At the core of my leadership style are very strong communication skills. I know how important communication is and how
hard it is to do well. I began my career as a salesperson and those skills have been extremely useful in my academic and
administrative career. I have significant experience teaching negotiation and have conducted research and published on the
subject. I have decades of experience as an effective communicator in many different types of situations. In order to be an
effective communicator one must actively listen, observe, come to understand the situation, and then offer positive
direction and action in ways that responsible and committed others can accept. A good communicator has something
meaningful to say. I have experience calling on legislators in the California Assembly and Senate, working with the
Chancellor’s Office, and meeting with CSU BOT members.
Tireless spokesperson who possesses the political acumen to position FGCU effectively and positively with political,
business, and civic leaders.
I look forward to this role. My strong positive political skills were on display during my tenure as provost at CSU
Stanislaus when I was able to reduce conflict between faculty and the President (including senior administration). The level
of conflict in spring 2010 was of such concern that WASC (the regional accreditation body) in the summer of 2010,
charged the campus with a special visit in fall 2011, to force efforts to improve relations. The WASC special visit in
November 2011 revealed progress but WASC called for another visit two years later in fall 2014 to ensure continuing
commitment to an improved relationship. The relationship has improved significantly since November of 2011, and the
visit in fall 2014 was very successful relative to shared governance (and other criteria), and WASC commended the
University for the improvement. It took significant political skill to work with the faculty and the president to reduce
conflict, especially in the period from May 2010 to June 2012. I have discussed my experiences working with political,
business, and civic leaders above.
Commitment to play a central leadership role in the economic and social development of the region by creating and
developing strategic community partnerships and fulfilling workforce demands with graduates.
All of my experience has been with regional state universities and each one played a significant role in the economic
development of their regions. I understand how important that role is and am fully committed to increasing the university’s
development of the region by building the partnership with all the stakeholders in the region.
Ability to balance the strong executive leadership needed to ensure that decisions are made in a timely and fair manner
with sensitivity to the culture of shared governance, and academic freedom at FGCU.
The method to effectively manage these possible conflicts is through high levels of trust which may be achieved with
transparency, communication, and consistency. Shared governance can be slow process but if the faculty and administration
agree on an issue that needs to be expedited faster decisions will result. I am committed to academic freedom and my view
is that there is less disagreement over the definition of academic freedom than there is regarding shared governance,
although the two concepts are closely related and intertwined.
Thorough understanding of current trends in the evolving higher education marketplace accompanied by a vision for how
FGCU can successfully adapt to that marketplace.
A keen understanding of the dynamics of the external environment that impacts on higher education is a prerequisite for
effective strategic thinking and planning. The current environment is the most challenging higher education has faced is
many decades, if ever. The opportunities and need is also at an unprecedented level. Challenges, opportunities, and an
increase in the competitive environment for higher education have resulted because the of the following trends: a relatively
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poor economy since the 2008 financial crisis reducing resources for all stakeholders; the high cost of education and tuition;
the general defunding of public higher education by states and the federal government; exploding student loan debt; a well-
established consumer society requiring Starbucks or Google level service; tremendous advances in the availability and
digitization of information and a resulting increase in expectations; globalization and the need for higher education which
has created enrollment pressures in some parts of the country and increased overall capacity; increased competition from
for-profit institutions also increasing capacity; increases in efficiency and implementation of lean methodologies in most
industries inviting comparison to higher education and a call for improvement; a much greater focus on accountability by
state governing bodies and other similar entities; implementation of performance based funding metrics by state governing
bodies; criticism of low retention and graduation rates which is especially problematic for regional state universities;
concerns about the safety of campuses especially regarding Title IX requirements; concerns about diversity, equity, elitism
(not a problem for regional state universities), and free speech; an alleged skills gap between what the job market needs
from graduates and the skills they possess at graduation, some regions of the country have a declining high school graduate
population and enrollments have declined causing financial problems; criticism of many K-12 districts especially in
underserved areas for not adequately preparing students to be college ready creating remediation costs and negatively
impacting retention and graduation rates. The president needs to be cognizant of all of these trends and how they impact
FGCU in terms of competitiveness and implications for resource allocation.
Demonstrated talent and enthusiasm for fundraising, including the personal and social skills and a passion for FGCU’s
mission.
I discussed my preparation for fundraising above. As an extrovert, excellent communicator and strong advocate for public
higher education I will passionately and effectively advocate for FGCU’s mission. My references and colleagues who have
worked with me will attest that I am passionate about student success and the university I represent.
Proven ability to relate to diverse communities and stakeholders.
I am very comfortable and effective communicating with diverse students. I was a member of the board of directors for the
Millennium Momentum Foundation (MMF) for five years and served on the scholarship committee. MMF awards
scholarships to students of color who are pursuing degrees in public policy disciplines. I also served on the board of
directors of the International Trade Education Program (ITEP), which provides international trade programs to Banning
High School students (Los Angeles Unified School District). These students are almost all underrepresented minorities and
are socially and economically disadvantaged.
A successful track record as a leader and implementer of institutional change.
I changed the environment of dysfunctional conflict at CSU Stanislaus to one of normalcy. I significantly increased the
focus on student success at CSU Stanislaus resulting in significantly improved graduation grates and national recognition. I
made substantial progress in achieving AACSB accreditation in the business program at CSU Dominguez Hills changing
the culture of the program. I managed serious budget cuts at CSU Stanislaus and hired over 130 new faculty, most of whom
I interviewed and discussed how they needed to participate with other stakeholders to continue the university’s growth and
development especially related to student success.
Experience in managing the financial and budgeting operations of a complex unit or organization.
I am very experienced and effective in the process of planning and allocating of resources. I was involved in serious cuts in
the stateside operating budget (22% in July 2009) at CSU Dominguez Hills as a dean and at CSU Stanislaus as provost. At
CSU Stanislaus the 2015-16 budget for Academic Affairs was $50M stateside (including cost of benefits) and $5M in
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auxiliary budgets. In 2010 and 2011 CSU Stanislaus faced serious cuts and I worked with the president’s cabinet, deans,
and unit directors to reduce and reallocate resources. In 2010, I led the effort with the academic senate and provost’s
advisory council to write the “Holistic Program Review” plan that established a committee to consider reducing the number
of academic programs and other dimensions of instruction that could yield savings with minimal impact on achieving the
mission. This was a sophisticated and thorough plan that was written with significant collaboration. Fortunately, program
elimination was avoided when the state began to restore some funding. Reduction of the number of low enrolled sections
and scheduling improvements were implemented. I am very aware of the relationship between enrollment and financial
stability, the cost of programs and the intricacies of the cost of instruction. I have some background in accounting and
finance which is very helpful in knowing what questions to ask and the need for an effective cost accounting structure. I am
a realist regarding resource allocation and believe in openness regarding tradeoffs, effective planning, and the responsibility
(and the occasional reluctance) of stakeholders to take a university perspective. My experience has been that campuses do
not engage in nearly as effective resource allocation planning (i.e., budgeting) as they should for a variety of reasons
including trying to avoid conflict. Effective resource allocation is imperative in the current higher education environment. I
am comfortable with the conflict that surrounds resource allocation and recognize the need for stakeholders to understand
the tradeoffs inherent in the process. Through the allocation process and other communications, the president needs to lead
the campus community to a reasonable level of consensus in support of the final budget.
Personal Qualities
An innovative and entrepreneurial spirit that supports new ways of approaching problems and opportunities and has the
courage and conviction to encourage change in an exceptionally diplomatic way.
I offer three examples of this quality. One, the work I did greatly reducing conflict between the faculty and the president at
CSU Stanislaus, which I have discussed. That process took creativity regarding conflict resolution and relationship
building. Two, with my leadership academic departments, working with the office of extended education programs, created
many more full-tuition programs such as the ASBSN (a second bachelor’s of science degree in nursing for students who
hold a first bachelor’s degree in another field), Master of Social Work (hybrid), RN to BSN degree (online), Online MBA,
Master of Fine Arts (in progress). There was significant resistance by some faculty when I arrived in 2010 regarding
whether full tuition programs offered through extended education programs were appropriate and I had to build trust that
they would be administered properly and serve all stakeholders. This has happened. Three, growing the international
student population and programs. The attitude prior to my arrival was focused primarily on study abroad and not recruiting
international students and changing this attitude took time and persuasion.
Environmentally conscious with a passion for promoting and practicing environmental sustainability.
I am environmentally conscious and believe that sustainability is critical to society and the economy. This is a particular
signature identity for FGCU and should be integrated throughout the strategic plan and operations.
Superior relationship-building and communication skills.
A cornerstone for the success I have had in my career is superior relationship-building and communication skills and I have
discussed examples of how those skills have led to successful outcomes. Good relationships are created through effective
communication which creates trust. Trust is the lubricant of decision making. When it is present the gears operate smoothly
and many effective decisions are made. When it is absent, the gears bind and progress slows to a crawl.
An inspirational leader who will galvanize the community behind the strategic plan for the University’s future and the
execution of that plan.
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An inspirational leader has something meaningful to say. The leader may have the best ideas and superior plans for
implementation, but if he or she cannot communicate it in ways that resonate and is compelling to the audience those good
ideas and plans will lie fallow. Creating a shared vision on a university campus is a challenge. Most stakeholders can
embrace high level vison, such as “student success,” but the disconnect comes in operationalizing the vision especially
relative to resource allocation and the disappointment many feel when they perceive inadequate funding for their unit or
project. The president should use the university’s mission and values as a touchstone for shared vision. He or she should
then create trust around the processes necessary to implement the mission and vision. That trust is created with
transparency and authenticity; even when the campus community does not want to hear the message. In those cases, the
tradeoffs and alternatives need to be laid out by the president and the cabinet.
Active listener who is able to build trust and integrate feedback across different constituents.
Active listening is a core component of my communication skills. Additionally, I am very adept at integrating information
across constituencies who do not speak the same language. Starting my career as a salesperson in industry and then coming
to academe prepared me to be able to function in multiple worlds which have very different cultures and communication
styles. I always try to adjust to the communication style of the individual or group I am communicating with to make it
easier for both to understand each other’s message.
Commitment to an environment where teaching and student success remain the top priority.
I am committed to teaching and the success of all students. Excellent teaching, learning, good advising, student
engagement, and appropriate schedules result in student success. This commitment has shown excellent results at CSU
Stanislaus. Working with administrators, faculty and staff, and across division lines with Student Affairs, I have been at the
center of some impressive student success outcomes improvements. For example, the First-Time-Freshman (FTF) six-year
graduation rate has increased from 49.5% (cohort 2003) to 57.4% (cohort 2010). Additionally, the underrepresented
minority (URM) FTF six-year graduation rate has improved seven percentage points from the 2005 cohort to the 2007
cohort. The 2008 URM six-year graduation rate is 52%, which is up 1% from the 2007 cohort. The gap between URM
graduation rates (51%) and non-URM rates (53%) has improved six percentage points from the 2006 to 2007 cohorts. The
cohorts of 2007 and 2008 hit an impressive two percentage point gap compared to 14 percentage points for the CSU system
(approximate).
Promotion of progress and successes and recognition of excellence in all dimensions.
It is very important that the university recognizes and celebrates excellence and success as a means to reinforce those values
in the community.
Energetic, creative, and inspiring passion for an institution with FGCU’s strengths and characteristics.
As president I would be the most passionate advocate for FGCU and fully embrace its strengths and characteristics
recognizing that the campus community and other stakeholders are appropriately proud of the institution. I would build on
that pride and commitment and work together to further advance the mission.
Genuine desire to engage with external and internal stakeholders especially students with an accessible, inclusive personal
approach.
Colleagues and students that I have worked with will attest that I am a warm, personal, relationship oriented individual. I
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make time for people especially students. I was an excellent instructor who had very positive relationships with my
students. As provost I had strong relationships with the students I worked with and I would function that way as a
president.
Strong interpersonal skills with a commitment to supporting and cultivating the development of others.
I entered academe because of a desire to develop students. I have that same commitment to the development of my
colleagues and as mentioned I have been a mentor to many colleagues over the years.
A demonstrated commitment to diversity, inclusion, equity, and international education and the ability to articulate a
strong rationale for their importance to effective learning.
For most individuals, the greater the diversity of cultures they interact with and are deeply aware of, the broader and more
sophisticated will be their skills and ability to function in diverse environments. This appropriately increases tolerance,
deepens the understanding of the complexity of human behavior, builds character and improves decision making. Students
need to be exposed to diversity in many manifestations, with meaningful hands-on engagement being the best, even if some
students resist or ignore the exposure. Diversity in groups if managed properly leads to diversity of thought, which leads to
better solutions and a higher level of group member commitment to the solution, the group and the superordinate goal(s).
International education is a key component to the educational experience of all students. I have worked hard to grow this
program at CSU Stanislaus and would do the same at FGCU.
A transparent and collaborative leadership style encouraging open discussion.
I am committed to transparency, open discussion, and achieving the mission. I am aware that the leader may often stifle
opposing points of view from being expressed, sometimes inadvertently. On appropriate issues I make a point of asking
those who have not spoken if they have a point to offer. I keep my door open figuratively and literally to encourage
colleagues to bring their concerns to me and react carefully so as to never discourage them from “speaking truth to power.”
Honesty, integrity, and a strong moral compass.
My ethics are at the highest level. My colleagues at the institutions I have worked at will all attest that I am very honest and
have a “strong moral compass.” The university is held to the highest standard of integrity which the president must
embody.
A willingness and interest in regularly being “out and about” through attendance at campus academic, cultural, and
athletics events, with an equal investment of time spent externally in community.
To be an effective leader one has to be present. Absentee leadership does not work. To build relationships you need to
speak face-to-face with stakeholders. That cannot be done without investing time which includes being in the community
and attending events. I was well known at CSU Stanislaus for attending all events that I was invited to and fit my schedule.
Very rarely did I miss an event and the opportunity to support my colleagues. I also attended many athletic events, in fact
the department of athletics honored me for my support at halftime of a December men’s basketball game.
Values participating in a campus community that honors tradition while still having the courage and conviction to make
the necessary decisions to ensure FGCU’s long-term success.
Honoring the good work that was done to build the university strengthens the fabric of the campus community.
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Additionally, nothing manifests the president’s commitment like the willingness to make a tough decision. In my career I
have always been willing to make tough decisions and take on difficult tasks that could be avoided but would hurt the
institution and students if they were ignored.
Conclusion
I would serve Florida Gulf Coast University well as president, would be honored to be selected, and appreciate being
considered. I value and understand academe and I am well aware of the challenges and opportunities facing the academy.
The last few years have seen an unprecedented level of criticism and pressure on higher education from society. Some of
the criticism is deserved and some is unfair and reflects misunderstanding of the dynamics at play. What is clear is that
generally the public and government continue to believe in the growing importance of higher education to a well-
functioning economy and society. The academy must effectively react to the perceptions and beliefs of the public and
government. These responses need to be presented appropriately to stakeholder groups to build a cohesive and consistent
base of support. The president must provide leadership and build strong relationships with stakeholder groups motivating
them to collaborate with and support the university. Students are the raison d`etre for the university and thus the
cornerstone for all strategies, tactics, and decisions. Excellent institutions will find leaders who have the appropriate
experience and good judgment that leads to clear communication, the creation or reaffirmation of an authentic vision,
appropriate strategies and tactics and effective and efficient operations. I very much appreciate the consideration given to
my application and wish you the best of luck in the search for a new president.
Sincerely,
James T. Strong
Vita
James T. Strong
1
JAMES T. STRONG
GENERAL INFORMATION
Business Address and Telephone:
Professor of Marketing
California State University, Stanislaus
One University Circle
Turlock, California 95382
(209) 667- 3507 (Department of Management, Marketing, & Operations)
jtstrong@csustan.edu (email - work)
Home Address and Telephone:
1245 Estates Drive
Turlock, CA 95380
(209) 250-1733 (home)
(209) 417-8456 (personal cell – best phone number)
jtstrong17@gmail.com (email – personal)
EDUCATION AND TRAINING
Doctoral Degree:
Doctor of Philosophy, 1990, Drexel University, Philadelphia PA
Major: Marketing
Minor: Organizational Behavior
Dissertation: "Threat Appeals in Marketing and Mass Communications: A Theoretical
Framework and Advertising Study"
Master's Degree:
Masters of Business Administration, 1984, University of Toledo, Toledo OH
Major: Administration
Bachelor’s Degree:
Bachelor of Arts, 1975, Lafayette College, Easton PA
Major: English
Vita
James T. Strong
2
ACADEMIC EXPERIENCE
Administrative Experiences:
Provost and Vice President for Academic Affairs
California State University, Stanislaus
May 3, 2010 – December 31, 2016
As provost I served as the chief academic and administrative officer for the Division of
Academic Affairs and reported to the president, acting as senior officer in the president’s
absence. The provost leads, coordinates and implements academic goals, educational policy,
curricular planning and development, academic program review, academic personnel actions,
faculty and staff development, resource development and allocation, assessment, professional
and regional accreditation, and strategic and master academic planning. Specific units reporting
to the provost during my tenure included the four academic colleges, the AVP for Academic
Planning and WASC Accreditation Liaison Officer , university extended education, research and
sponsored programs, library services, institutional research, service learning and community
engagement, the Academic Affairs Budget Officer, the Stockton Center (a branch campus), and
international education. The Department of Athletics also reported to the Provost. Learning
outcomes assessment reports to the AVP Academic Planning. The provost works with faculty
representatives within the context of a system-wide collective bargaining agreement, represents
university administration in the affairs of the Academic Senate, and is responsible for promoting
a collegial atmosphere and encouraging shared governance in developing academic policy.
Fall 2016 key facts that provide a picture of the institution are as follows: total headcount 9,762
(+5.2% vs. Fall 2015); total full time equivalent students (FTES) 8,244 (+5.9% vs. Fall 2015).
Total undergraduate headcount 8620 (100%); full-time undergraduates 7,217 (12 units or more)
(83.7%); part-time undergraduates 1,403 (less than 12 units) (16.3%), average unit load 12.8.
Total graduate/Post-baccalaureate headcount 1403 (100%); full-time post-baccalaureates 754
(66%); part-time post-baccalaureates 388 (34%); average per student unit load 10.2. Overall
9,762 headcount (100%), 7971 full time (81.7%), 1791 part-time (18.3%). In-state residential
headcount 9,681; in-state FTES 8,168; total undergraduate headcount 8,620 (+6.5% vs. Fall
2015); post baccalaureate students 463 (+2.4% vs. Fall 2015); Masters graduate students 651 (-
6.1% vs. Fall 2015); Ed.D. students 37 (-24.5% vs. Fall 2015); new freshmen 1,387 (+9.3% vs.
Fall 2015); new undergraduate transfer students 1,078 (+16.8% vs. Fall 2015); new post-
baccalaureate students 212 (no change); new graduate students 187 (+11.3% vs. Fall 2015).
Degrees conferred in AY 2015/16 2,142 (Bachelor’s 1829 (85.4%)) (Masters 296 (13.8%))
(Doctorate 17 (0.8%)).
Fall 2015 key facts are as follows: average class size 28.8; Student-to-Faculty ratio (SFR) 21.7:1;
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Faculty headcount 534 (+7.3%); staff headcount 533. First-time freshmen (FTF) 6-year (Fall
2010 cohort) graduation rate 57.4%, FTF underrepresented minority (URM) gap 6.3% versus
14% CSU System (approx.), full-time transfers 4-year graduation rate (Fall 2012 cohort) 81.6%;
FTF retention rate (Fall 2015 cohort) 89.4%;
Fall 2016 student demographics are as follows 34.0% male, 66.0% female; American Indian
0.3%, Asian 10.0%, Black or African American 2.0%, Hispanic/Latino 50.0%, Nonresident alien
2.1%, Pacific Islander 1.0%, Two or more races 4.0%, white 25.0%, unaccounted 4.7%.
Headcount for top five bachelor degree programs (Fall 2016): Business Administration 1,457
(16.9%); Psychology 951 (11.0%); Biological Sciences 735 (8.5%), Criminal Justice 664 (7.7%);
Liberal Studies (education degree) 650 (7.5%). Headcount for top five graduate degree
programs: Education 237 (34.0%); MSW Social Work 150 (22.0%); MBA Business
Administration 72 (10.0%); MPA Public Administration 60 (9.0%); Ed.D. Educational
Leadership 54 (8.0%).
Dean
College of Business Administration and Public Policy (CBAPP)
California State University, Dominguez Hills
July 1, 2003 – April 30, 2010
As dean I served as the chief academic and administrative officer of the college and reported to
the provost and vice president for academic affairs and sat on the president’s cabinet. The college
included a business program with departments of accounting and finance, information systems
and operations management, and management and marketing; and a public policy division with
departments of public administration and one department consisting of the disciplines of political
science and economics. The college also included an applied studies program and ROTC. The
following positions reported directly to the dean: associate dean; director of graduate programs;
five department chairs; and an academic resource manager (budget and HR). The college had 52
full-time and 42 part-time faculty in the fall of 2008. For fiscal year the stateside budget was
$5,863,825. Special sessions programs (not run on the state budget) revenue for fiscal year 07-
08 was $1,798,280. In fall 2007 total headcount of graduate and undergraduate students majoring
or seeking graduate degrees including special sessions programs was 2,873 students. In fall 2007
total undergraduate majors were 2,374. Total graduate students in fall 2007 were 499 (MBA
179; MPA 320). In AY 07-08, 457 baccalaureate and 165 masters’ degrees were conferred. In
fall of 2007, business administration undergraduate majors totaled 1,682 and there were 179
MBA students.
Associate Dean
College of Business Administration (CBA)
The University of Akron
August 1997 – September 2002
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As associate dean, I served as the chief operating officer of the college. The following positions
reported directly to the associate dean: assistant dean of undergraduate programs; assistant dean
of graduate programs; director of CBA Career Center; director of the Institute for Global
Business; director for the Center for Organizational Development; director of administrative
services; director of the Center for Family Business; and the assessment officer. The four
department chairs reported to the dean, but had a very close working relationship with the
associate dean. My primary responsibility centered on personnel and budget issues. For example,
the associate dean reviewed department merit pay recommendations, recommended dean’s
holdback raise amounts to the dean, evaluated and made merit recommendations to the dean for
all directors, chairs, and staff. Worked with chairs in assessing faculty performance relative to
research release time accountability. Reviewed the files and drafted recommendation memos for
the dean’s review for all retention, tenure, and promotion candidates. Greatly improved the
administration of the CBA budget. Primary external activities as associate dean were supervising
and supporting the CBA’s executive education programs and working with the CBA’s
information systems advisory board (CITE) and the Fitzgerald Institute for Entrepreneurial
Studies advisory board. Created a dues paying advisory board for the Center of Information
Technology and e-Business (CITE). Recruited members and chaired the board meetings.
Occasionally substituted for the dean in fund-raising and other external activities.
Accomplishments and Key Experiences:
California State University, Stanislaus – Provost and Vice President for Academic Affairs
When I arrived on campus May 3, 2010 there was dysfunctional conflict between faculty and the
president (including many senior administrators). The conflict was especially manifested in the
Academic Senate. By spring of 2013, the relationship had improved significantly as noted in the
spring 2013 General Faculty Meeting by numerous faculty committee chairs, the speaker, and
speaker-elect. The relationship between faculty and the president and senior administration
continued to improve every year I was provost, as did the esteem the faculty held for me. One
reason I was hired was that the president’s and others believed I had the skills and temperament
to improve the relationship between faculty and senior administration. In the summer of 2010
WASC instructed the campus to host a Special Visit in fall 2011 to address the following.
[C]oncern regarding ongoing tensions between senior administration and faculty.
Expressions of mutual mistrust, reported by both the Capacity and Preparatory Review
and the Educational Effectiveness Review teams, were found to pose a serious threat to
otherwise effective educational programs at the institution. As the problematic nature of
these relationships appeared not to have been ameliorated by the time of the
reaccreditation decision, the Commission called for a Special Visit to explore progress in
addressing this concern. While not ascribing blame to any parties, the Commission did
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ask the administration to take the initial steps toward seeking resolution. (July 13, 2010
WASC Commission Action Letter).
I led a variety of administrative initiatives that have helped reduce the tension. Those initiatives
resulted in a Special Visit Report submitted in summer 2011 detailing actions taken in response
to the charge and the WASC Special Visit in November of 2011. I provided critical leadership
for the report and the Special Visit in November 2011.
The WASC Special Visit of 2011 noted progress but stated “that the outcomes have been modest
at best, resulting in a shared recognition that much difficult work lies ahead” (p. 1, WASC
Commission Action Letter – California State University March 7, 2012). The WASC
Commission recommended to the president (and the university accepted) the occurrence of
another Special Visit in the fall 2014 for the same purpose of assessing the conflict between the
president/senior administration and the faculty. They went on to make following additional
charges.
The Commission particularly urges your office to play a leadership role in modeling
collaboration and creating an atmosphere in which courageous conversations about
divisive issues can be had with safety and mutual respect. These difficult conversations
must address historic points of tension, including . . .”
. . . the role of faculty in strategic planning . . .
. . . and the formalization of faculty policies dealing with retention, promotion, and
tenure (RPT). In this regard, faculty must fully engage with the administration to address
the challenge of establishing RPT policies that are institution-wide and include rigorous
requirements that reflect good practice in higher education.
In a charge memo to Academic Affairs that was the result of extensive consultation with all
stakeholder groups, especially the Senate Executive Committee, I laid the ground work for a very
successful Special Visit in fall 2014. The 2014 Self-Study Report documented significant
improvement and after reading the report the WASC Special Visit Self Study Team reduced their
visit by one day. The Special Visit was very successful resulting in three commendations from
WASC and closing the chapter on dysfunctional conflict. The collaborative behavior and
engagement of my team and I was a key factor in this positive outcome. The naming of an
interim president in June 2012 and his subsequent confirmation as the permanent president in
May of 2013 was also very important in creating normalcy and solid relationships which
continued to grow through his presidency.
Dramatically improved relations between the provost and the Senate Executive
Committee.
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Implemented student success initiatives that have resulted in an improvement of 8.1
percentage points in the overall six-year FTF graduation rate from 2006 cohort to 2010
cohort (57.4%). The underrepresented minority six-year graduation rate has improved
seven percentage points from the 2005 cohort to the 2007 cohort. The gap between URM
graduation rates (51%) and non-URM rates (53%) has improved six percentage points
from the 2006 to 2007 cohorts. Last year’s gap stood at two percentage points (2007
cohort) compared to 14 percentage points for the CSU system. This has been
accomplished with significant enrollment increases in first time freshman and a 12.8%
increase in URM students and a 3% increase in first generation students (NCES
definition). The most current gap regressed to the mean and now stands at 6.3%.
Provided the leadership for a team from Modesto Junior College, Stanislaus County
Board of Education, and CSU Stanislaus charged to create a “promise” document that
improves student success and access to Higher Education for K-12 and Modesto Junior
College students.
Lead the division and assisted the senior leadership in budget cuts in 2010-11, 2011-12,
and 2012-13. These cuts were substantial and difficult. As co-chair of the University
Budget and Planning Advisory Committee (UBAC) for those three years, I provided
additional leadership in the budget allocation decisions. In a large part due to my
leadership UBAC was much more functional than it was in the prior five years.
Worked with the Academic Senate to reduce the number of Colleges from six to four in a
budget reduction effort. This was a consensus decision without dysfunctional conflict.
Made the following hires during my tenure as provost: Dean of the College of Business
Administration, Dean of Education; Dean of the College of Education, Kinesiology and
Social Work, Dean of the College of Science, Dean of the College of Arts, Humanities
and Social Sciences, two Deans of the College of Extended Education, Director of
Institutional Research, two Directors of International Programs, Director of Athletics,
Dean of Library Services, two Associate Vice Presidents of Academic Affairs, and the
Academic Affairs Budget Officer.
Supervised the hiring of over 130 tenure track faculty in six plus years.
Instrumental in hiring the Foster Farms Endowed Chair of Business Economics.
Supported the search for the Starn Endowed Chair of Agricultural Studies.
Provided strong leadership and support in the College of Business’s successful AACSB
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maintenance of accreditation visit in spring 2013 which resulted in a complete
reaccreditation with no continuing review and no significant weaknesses cited. It was a
very impressive performance by the College.
Played the leadership role for the Strategic Plan Working Group resulting in a survey of
perceptions of the plan and stakeholder meetings to gather information regarding
appropriate next steps in the strategic planning process. That effort resulted in the
creation of the Committee to Implement and Prioritize the Strategic Plan whose
recommendations resulted in a detailed two-year strategic priorities plan which included
a second comprehensive survey of stakeholders. I also lead the Strategic Plan Working
Group to recommend to the President a charge for a Strategic Planning Committee to
create a new strategic plan as recommended by WASC in March 2015.
Significantly improved the provost’s retention, promotion, and tenure (RPT) evaluative
memos, mentored deans on effective RPT evaluation memos and generally improved the
process in a collective bargaining environment and also including a robust faculty senate
partnership.
Key member of the RPT Survey Committee charged with gathering information to
improve retention, tenure, and promotion policy and procedure. The survey resulted in a
report that was affirmed by the Academic Senate and has been the platform to reinforce
the positive aspects of the RPT process and work with faculty to improve areas of
weakness, specifically those identified in the WASC special visit report from March
2015. I have worked continuously to improve the RPT process and standards.
Created the Enrollment Management Committee shortly after arriving on campus. When
I arrived there was very little enrollment management taking place on the campus.
Improved enrollment management and course scheduling in Academic Affairs and have
provided key leadership to improve enrollment management across the university. In fall
2013 managed enrollment so that the university did not exceed the upward limit on
enrollment in AY 2013-14 notwithstanding intense enrollment pressures. I was the key
member of the planning and communication team that managed that difficult process
very effectively. Projected AY total FTES for 2016-17 is 19% greater than 2010-11 when
I arrived. Fall 2016 freshman enrollment (1,389) is 35% greater than 2010-11. Fall 2016
transfer enrollment is +12.8% compared to fall 2010.
Created the Holistic Program Review with a charge memo that was heavily vetted with
campus stakeholders, including the Academic Senate to review all academic operations
with the objective of improving effectiveness and efficiency given constrained budgets. I
have played a key role in educating the Division of Academic Affairs regarding a more
sophisticated approach to managing costs, especially instructional costs. This has resulted
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in “The Big Project” which is an interdivisional committee charged with improving
planning of the schedule including operations and cost.
Improved and supported the institution’s focus on scholarship and creative activity
through the implementation of the President’s RSCA Award program and vocal support
of all RSCA activities by faculty.
Created the Graduation Initiative Committee and greatly enhanced and supported the
Student Success Committee. I have brought the issue of student success and the need for
improvement in university support for student success to all the key stakeholders in
Academic Affairs resulting in collaboration with campus partners and additional analysis
and initiatives to increase retention and graduation rates and close the underrepresented
minority (URM) achievement gap. The current focus is on Graduation Initiative 2025,
with a special focus on improving 4-year FTF and 2-year transfer student graduation
rates.
Significantly improved the operation of University Extended Education. The generation
of surplus funds was significantly increased. Charged the dean to create a winter
intersession program that has grown steadily and generates surplus funding.
Improved the Provost’s Office relationship with the Graduate Council.
Supported and/or provided leadership for the creation of the following curricula:
ASBSN – a second bachelor’s degree in nursing for students who hold a first bachelor’s
degree in another field.
RN to BSN degree (online)
BS in Health Sciences
Online MBA
Food Safety (in progress)
BS in Social Science (degree completion)
Master of Fine Arts (in progress)
Led the effort to rebuild enrollment at the Stockton Center. This began with hiring an
interim dean in July 2013 and in February 2016 hiring a permanent dean. Additionally, a
strategic plan was created for the Stockton Center, faculty hired, programs placed in the
Center, and the results are very positive and show benefits for both the Stockton Center
and the Turlock campus. In Academic Year 2015-16 headcount of students taking at least
one credit at the Stockton Center increased to 564 head count (+251.0, +80.2%) and
189.5 FTES (+93, +96.4%), and these students also increased their FTES levels on the
Turlock campus (+118.0 FTES, +76.6).
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Working through the AVP of Academic Planning, streamlined, reduced cost, and
improved the learning outcomes process.
Improved Academic Affairs compliance with university and Chancellor’s Office policy.
Led efforts to changing a “loose compliance” culture to a “compliance” culture and
reduce risk to the university.
Provided leadership and support for the Chancellor’s Office Early Start program on the
Stanislaus State campus. This program has been very successful.
Co-chair of the CSU Chancellor’s Office Academic Council Early Start Committee.
Early Start remains a key initiative of the CSU Board of Trustees and the Chancellor’s
Office.
Member of the CSU Chancellor’s Office Academic Council (23 campus provosts and
Chancellor’s Office Academic Affairs leaders).
Member of the CSU Chancellor’s Office Academic Council Steering Committee fall
2013 to fall 2015.
Co-chair of the Academic Technology Steering Committee. This committee is comprised
of Provosts and campus CIOs and the Chancellor’s Office CIO and the Executive Vice
Chancellor. Co-chair fall 2015 to December 2016.
Member of the Chancellor’s Office Academic Technology Advisory Committee fall 2011
to December 2016.
Member of the CSU Chancellor’s Office Academic Technology Advisory Committee.
Served as Executive-in-Charge of the Division of University Advancement from
November 6, 2012 until April 29, 2013. This division consists of development,
communication, and legislative affairs. Worked closely with the two divisional AVPs to
keep the division operational until a new VP was named. Represented the division in
budget allocations and assisted with critical personnel searches and other matters.
Working with the deans and Athletic Director to support and better coordinate University
Advancement’s efforts to increase fundraising. The new Athletic Director raised over
$850,000 in his first year and over $1M in his second. These are the two best fundraising
years in the history of the department. The College of Business Administration (CBA)
Dean has also had success raising money. Strongly supported the CBA Advising Board
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and encouraged the other deans to create effective advisory boards.
Hired an outstanding Athletic Director in spring of 2012 to improve general operations
and professionalism in the Department of Athletics. Supported and guided personnel
changes including coaches and an organizational restructuring. The department has
achieved remarkable improvements since June 2012. Under his leadership, 2013-14 was
the most successful in Stanislaus State history in NCAA Division II with 3 conference
championships, 16 student-athletes named All-Americans, including a national player of
the year, Karenee Demery, and a national champion, Courtney Anderson.
California State University, Dominguez Hills (CSUDH) – Dean
Under my leadership the business program made remarkable progress toward achieving AACSB
accreditation given where the program was in fall 2003 when I arrived. CSUDH applied for
AACSB accreditation and submitted a self-evaluation report (SER) in summer 2007. The
AACSB peer review team recommended that CSUDH address the deficiencies cited in their pre-
visit letter and resubmit a self-evaluation study when the deficiencies were corrected. The major
criticisms by the peer review team were: 1) insufficient coverage of classes by academically
(AQ) or professionally (PQ) qualified faculty; and 2) insufficient budget to support an AACSB
accredited business program. That feedback resulted in CSUDH’s comprehensive response plan
to achieve AACSB accreditation submitted in September of 2009. The plan was reviewed and
ratified by the AACSB peer review team and the team stated to me that it would result in
accreditation assuming all other relevant performance indices held constant or improved. The
timetable in the plan called for accreditation to be conferred no later than spring 2011. In July of
2009 the budget of CSUDH was cut 22% by the Chancellor’s Office due to cuts from the State of
California. The budget cuts to the business program were at similar level. The business program
was entering the self-study semesters (fall 2009 and spring 2010) for AACSB accreditation.
Given one of the commitments in the CSUDH AACSB response plan was to increase the budget
to the business program, CSUDH decided to withdraw its application for accreditation until the
budget could be restored and the commitments of the response plan met. To date the business
program has not received AACSB accreditation, which has been a goal since the early 1980s.
Faculty academic and professional qualification rates improved from 44% when I arrived
in 2003 to over 80% in the 2008-08 academic year. The quality of faculty publications
improved dramatically. Faculty began hitting “A” level journals, such as Management
Science and Organization Science. One faculty member published a book with Nobel
Laureate Lawrence Klein.
Participated with the dean’s in budget cutting and a process of program prioritization in
fall 2009.
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Lead and organized strategic planning process for CBAPP in spring 2010.
Played an integral part in securing the largest donation in the history of the college
($100,000); an endowed scholarship memorializing faculty member Chiou-Hsiung
“Bear” Chang.
Total gifts for calendar year 2008 were $137,000 up from $37,695 in 2007.
February 2008 elected to the “member at large” position on the executive committee of
the CSU Business Deans Association.
Wrote and received a $493,000 grant from the Small Business Administration to establish
the Institute for Entrepreneurship and Global Logistics. Grant was received in fall of
2006. Worked with the late Congresswoman Juanita Millender-McDonald to secure this
funding. I was the principal investigator.
Wrote and received a follow-up grant of $196,000 from the Small Business
Administration to fund the creation of an entrepreneurship concentration online. The
entrepreneurship concentration in the business major was an important component of the
Institute for Entrepreneurship and Global Logistics. Grant received fall of 2009. I was the
principal investigator.
Wrote and received a lottery grant for $123,980 in conjunction with the College of Arts
and Humanities (CAH). CBAPP’s portion of the grant was $73,321. The purpose of the
grant was to prepare faculty and offer one program in College of Arts and Humanities
and one in CBAPP in an online format (the management concentration of the business
major was selected).
Wrote and received a $250,000 Department of Agriculture grant to develop a supply
chain management undergraduate business concentration. Grant received in 2004. I was
the PI.
Wrote and received a $42,000 CSU Extended University grant to support the creation of
a supply chain management MBA concentration. Grant received in spring 2006.
Strongly encouraged and supported the faculty in revising the core curriculum of the
MBA program and adding six new concentrations expanding from two concentrations.
The new concentrations were finance, marketing, human resource management and
leadership, information systems, entrepreneurship, and supply chain management.
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Strongly encouraged and supported the revision of the core curriculum of the MPA and
the development of a concentration model. Concentrations in public administration, non-
profit management, and criminal justice administration were created. New curriculum
was implemented in fall 2007.
Strongly encouraged and supported the development of undergraduate business
concentrations in supply chain management, sports entertainment and hospitality
management and entrepreneurship and small business management. Supported the
revision of the human resources concentration.
Working closely with faculty and staff created a strategic plan for the college.
Took a moribund advisory board that had not met in 18 months or more in July of 2003
and built a board of 56 members that was meeting four times per year, interviewing
faculty candidates, guest lecturing, reviewing curriculum, providing internships and class
projects and fundraising for the college. Also established an executive committee for the
advisory board to provide leadership for the advisory board. The board had three very
active “sub-boards” for public administration, entrepreneurship, and human resource
management and an active committee that organized an annual award luncheon.
Recognized as an outstanding board by the AACSB peer review team, CSUDH
development office and the campus in general. The board was made up of both private
and public sector members, with prestigious resumes and served the entire college not
just the business program. The board became a significant prospect development tool and
a major vehicle to bring a practitioner focus to the curriculum. The former chair of the
board’s executive committee has taught both at the undergraduate and graduate levels in
entrepreneurship.
Led the effort along with the CBAPP Advisory Board to hold an Annual CBAPP Awards
Luncheon to honor the alumnus, executive and organization of the year and raise money
for the college. The College Advisory Board co-sponsored the event. The first Awards
Luncheon in November of 2007 raised $25,000 in contributions and net contribution was
over $15,000. The second Awards Luncheon in November of 2008 doubled the number
of participants to over 350, raised $35,000 in contributions and net contribution was over
$25,000. Maria Contreras-Sweet, founder and Chairwoman of the Board for
PROMERICA BANK was the keynote speaker; BP was the organization of the year;
Debra Reed, President and Chief Executive Officer of San Diego Gas & Electric and
Southern California Gas Co. was the executive of the year; and Gilbert Ivey, Chief
Administrative Officer of the Metropolitan Water District of Southern California was the
alumnus of the year. The third awards luncheon matched the second in fundraising in a
difficult economy. Roberto Orci highly successful Hollywood screenwriter (e.g.,
Transformers, Mission Impossible II, Star Trek) was the keynote speaker. Anschutz
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Entertainment Group was the organization of the year; Michael Lang, Executive Vice
President, Business Development & Strategy, Fox Entertainment Group, Inc. was the
executive of the year; and Michael Rouse, Vice President, Philanthropy & Community
Affairs, Toyota Motor Sales USA, Inc. was the alumnus of the year. While the money
raised was modest, it increased and the event was a superb public relations tactic
especially for a university that needed exposure and began the process of creating a
culture of philanthropy in the advisory board and the college. For example, at the 2008
Awards Luncheon BP announced a $50,000 scholarship for CSUDH. Five award
luncheons have been held. The year before my arrival on campus the college raised a
paltry $4,000 even with a college development officer. I recognize that fundraising events
are entirely supplemental to good development strategy.
In October ’04 I created a monthly electronic newsletter to serve as the marketing and
public relations piece for the college. The newsletter is sent to alumni, friends, the
college, and the greater campus community and has been very well received. Archived
copies of the newsletter can be found at the following web address:
http://cbapp.csudh.edu/newsletter/012009/index.htm
Established a “Friends of the College” database to house friends and alumni of the
college, to whom the newsletter is sent and future annual campaign efforts will be
targeted. Thousands of new names had been added to the database.
Instrumental in CSUDH receiving the Millennium Momentum Foundation National
Ambassador of Education Award in December 2007. This organizational raises money
for scholarships for minority students.
Working with faculty and chairs, reorganized the business program and reduced the
number of departments from five to three in order to increase administrative efficiency
that was hampered by very small departments (spring 2005).
Provided leadership to integrate the newly acquired department of political science,
economics and labor studies into the college. Many in the department were reluctant to
join the college.
Annualized AY 09-10 FTES for the college was up 6.3% versus AY 08-09.
In fall 2007 total headcount of graduate and undergraduate students majoring or seeking
graduate degrees including special sessions programs was 2,873 students, up from 2,410
students in fall 2003 (+19.2%). In fall 2007 total undergraduate majors were 2,374 up
from 1,873 in fall 2003. Total graduate majors in fall 2007 were 499 (MBA 179; MPA
320), compared to 537 (MBA 270; MPA 267) in 2003. In AY 07-08, 457 baccalaureate
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and 165 masters’ degrees were conferred. Business administration undergraduate majors
were 1,682 and MBA students were 179 in fall 2007.
Graduate online (special sessions) programs grew significantly 2003 to 2008 and gained
national attention with Wall Street Journal articles and a top ten “best buy” rating by
geteducated.com. Fall 2007 headcount for online MBA and MPA programs was 314
compared to 242 in fall 2003 (+30%).
Total revenue for special sessions programs (not run on the state budget) for fiscal year
07-08 was $1,798,280. This consisted almost entirely of revenue generated from the
MBA and MPA online programs.
Hired 26 new faculty members in six years. In fall 2009 hired five full-time lecturers and
two tenure track faculty to meet AACSB standards and help achieve accreditation.
Significantly improved faculty hiring through improved practices including personally
recruiting at conferences and encouraging department chairs to do the same. Faculty have
PhDs from top universities such as USC, Michigan State, University of Minnesota,
Syracuse, Florida State, and UCLA.
Hired a development officer, two financial managers, and two associate deans.
Good mentoring relationship with all new faculty. Met with all probationary (non-
tenured) faculty individually once a year to review their progress toward tenure.
Periodically met with probationary faculty as a group to discuss any concerns.
Led faculty to improved intellectual contributions policies for both the business
administration program and the department of public administration.
Improved the reappointment, tenure and promotion process by significantly upgrading
the dean’s evaluation memos and linking them directly to the intellectual responsibilities
policies.
Organized with co-chair Dave Christy (then dean of business at Cal Poly SLO) and
hosted a one-day workshop on the new AACSB accreditation standards for CSU and area
colleges in May 2005.
Significantly strengthened the learning outcomes assessment program. Direct measures of
learning outcomes have been collected for four years. Six EBI student and alumni
satisfaction surveys were conducted in four years as indirect measures of learning
outcomes. The feedback loop has been closed and changes were made to curriculum and
pedagogy. The AACSB dean visitation team in their planning visit cited the assessment
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program as a strength for the business program. The AACSB peer review team was
generally quite satisfied with the learning outcomes assessment process at CSUDH in
their January 2008 pre-visit letter responding to the summer 2007 self-evaluation report
(SER).
2007 Educational Benchmarking Institute (EBI) undergraduate alumni satisfaction
surveys for the business program produced extremely impressive results. CSUDH ranked
1 of 7 schools on all 13 factors compared to six comparison schools (“select
six”). CSUDH ranked 1 of 13 schools on all 13 factors compared to all the other schools
in the CSUDH Carnegie Class. Compared to all schools in the survey CSUDH ranked 1
of 40 schools on 11 of 13 factors. CSUDH ranked 2 and 3 of 40 on the remaining two
factors (factor 9 and 7 respectively). Of 39 possible first place finishes, CSUDH finished
first 37 times, second once and third once. This reflects the high quality of the
undergraduate business program and how very satisfied students were with the program
and large difference it made in their lives.
2007 EBI MBA alumni satisfaction surveys for the business program also produced
extremely impressive results. Compared to the “select six” schools CSUDH ranked 1st of
7 schools on 6 factors, 2nd of 7 schools on 2 factors, and 3rd of 7 schools on 4 factors.
Thus, on 12 of 13 factors CSUDH was 3rd
ranked or better compared to the “select six”
schools. Compared to all the other schools in the Carnegie Class, CSUDH ranked 1st of 9
schools on 3 of 13 factors, 2nd on 2 factors and 4th on 3 factors. Thus, CSUDH was
ranked in the top half of schools in its class on more than half of the factors. Compared to
all schools in the survey, CSUDH ranked 1st of 23 schools on 4 of 13 factors, 2nd
on one
factor and 4th
on another factor. Thus, CSUDH ranked in the top half of 23 schools in the
survey on 11 of 13 factors and on the remaining two factors was ranked 12th and 18th
respectively. This is noteworthy performance when one considers how competitive MBA
programs are. Many schools never achieve one first place ranking.
University of Akron – Associate Dean
Intimately involved with the creation of the International Executive MBA program,
which began in the fall of 2002. The CBA successfully recruited fourteen international
students, who paid $40,000 program tuition for the start of classes in fall 2002. Refined
the budget and negotiated the program with the provost.
In December of ’01 worked with college leadership in administering a $170,000 budget
cut mandated by the university and prepared for an additional approximate 3% budget cut
mandated by the State of Ohio.
Created the Center for Information Technology and e-Business Center (CITE), which
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housed information systems faculty. Led the effort to create an advisory board to provide
financial and advisory support to the center. In eight months recruited fifteen advisory
board members from companies such as Accenture, Goodyear, Timken, First Energy,
Omnova, Advanced Elastomer Systems, Sprint, Enterprise, Smuckers, and KPMG
Consulting. Each member paid $1,500 in annual dues. When I left the position the board
had over 20 members and the university development office felt it was one of the best
boards in the university.
Awarded me a certificate of achievement for work with advisory boards during my tenure
as associate dean (fall ’02) by the development office.
Working with the assistant deans of graduate and undergraduate programs and the
department chairs the CBA achieved impressive enrollment gains. Student credit hour
production was as follows: Fall ‘01 UG +14%, Grad. -2%, Overall +11%; Spring ‘01
Undergraduate (UG) +13.1%, Grad. +10.8%, Overall +12.7%; Fall ‘00 UG +8.8%, Grad.
12.9%, Overall 9.6%; Spring ‘00, UG +8.5%, Grad. -3.2%, Overall +6.2%; Fall ‘99 UG
+2.6%, Grad +3.3%, Overall +2.8%.
Chaired the web-team committee, which brought five MBA web courses to market in
nine months in 1999. Eight prerequisite MBA courses were offered. Overcame
significant administrative roadblocks in creating this curriculum.
Worked with the assistant dean for undergraduate studies to implement courses using
interactive videoconference technology with Lakeland Community College and the
Wayne branch campus of the University of Akron.
Chaired a committee charged with developing an e-business program for the CBA.
During a six-week period created a seven course, twenty credit hour graduate program
complete with syllabi. The committee met two and three times per week to accomplish
this task. Enrollment for the first two courses was 60+ and 45. The e-Business program
received excellent publicity with a lead article in the Cleveland Plain Dealer, four radio
interviews and mentions, and my interview on Cleveland Channel 5 11:00 News.
Seventeen students finished the certificate program in May of 2001.
In the fall of ’00 and spring of ’01 chaired the committee charged with selecting an ERP
software system to support the IS curriculum. Oracle 11i was selected and we developed
an implementation plan. This committee planned the implementation of ERP software
into the IS, and eventually non-IS, curriculum.
Created the position of technology director and executed a successful recruitment.
Worked with the director to significantly upgrade the level of technical support provided
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to faculty and CBA students.
Significantly improved the retention, tenure, promotion (RTP) process in the dean’s
office and the college. Dean’s office review of RTP applications became much more
rigorous and objective under my leadership. Existing policies were enforced much more
thoroughly and consistently across the college.
Participated on a university committee revising and writing policy to improve the
administration of merit pay campus wide (Fall 2001).
Directed the creation of a technology plan for the college.
Institutional representative for the university in a suit brought by a faculty member and
tried in Ohio Court of Claims (November 2000). Lead witness for the defense. Deputy
General Counsel of the university stated I was the best witness he ever had in his 20 plus
year legal career and I received a congratulatory phone call from Provost Terry Hickey.
Office of the Ohio State Attorney General legal counsel, who was the lead defense
lawyer, was also extremely pleased with my performance. The University of Akron
received a completely favorable ruling from the Court of Claims in February of 2002.
In a review of CBA and university endowed accounts I discovered an inactive
endowment ($160,000) targeted to provide short-term loans to needy students. Because
of the impracticality of this objective the financial aid office was not dispersing any of
the money to students. Went through the process of having the mission of the endowment
broadened so that it included scholarships for students and could be effectively awarded
to students.
Helped prepare for and coordinate the AACSB reaffirmation process and facilitate the
visitation. Graduate and undergraduate programs were reaffirmed for both business and
accounting. Reaffirmation was achieved in June of 1998.
Created a detailed budget for the CBA and the Institute for Global Business. Hired a
budget administrator.
Instrumental in creating a $1.6 million endowment for the Institute for Global Business
using an unspent initial allocation of an annual renewable budget line that had been
awarded to The University of Akron by the state of Ohio to create a state-of-the-art
international business program.
Supported the Institute for Global Business in their efforts to create a nationally
renowned international business program in the CBA. Significantly contributed to the
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creation of a meaningful strategic plan for the Institute. Helped the director working with
the career center to establish international scholarships and internships with major
Fortune 500 companies in N.E. Ohio and abroad. Assisted in the development of
meaningful alliances with other international academic institutions.
Chaired the search committee to recruit a director of the Institute for Global Business.
Heavily involved in the hiring of twenty-four tenure-track faculty. Handled the salary
negotiations for most of these hires either directly or through the department chair.
Involved in more than thirty searches during five-year tenure as associate dean and have
established a reputation as a superb recruiter.
Chair of the Dean’s Advisory Council. This council is made up of the leadership of the
college’s student organizations. Council serves as a sounding board for administration for
various student issues.
Chaired the search committee for the successful recruitment for the director of the
Fitzgerald Institute for Entrepreneurial Studies. This was a very difficult and complicated
search that spanned two years and one failed effort. Successfully concluded the search
with a new director who started in the fall of 2000.
Helped create the position of assistant development director for the CBA and served on
the search committee. This individual was so successful she was promoted and I led the
successful recruitment effort to replace her.
Instituted a 360-degree evaluation procedure for all administrators for the purpose of self-
development (1999).
Instrumental in developing a plan and obtaining the resources necessary to reorganize the
centralized advising function in the graduate and undergraduate offices.
Spearheaded the creation of a faculty summer grant research program. Awarded
$133,000 in grants for summer 1999, $115,000 summer of 2000 and $56,000 summer
2001. Served as program administrator.
Led the effort to provide summer grants to newly recruited faculty as a condition of
employment to meet competitive conditions. Served as program administrator.
Primary author of the summer grant policy, which established accountability procedures.
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Chaired the search committee and recruited an executive education director from the
University of Michigan.
Involved in and supervised the growth of executive education offerings by the CBA from
nearly nothing in the early 1990s to a high of over $500,000 in 1999. Conducted business
with major Fortune 500 companies. Developed a broad base of expertise in the field of
executive education.
Led the effort to establish a two-week sales and marketing training program with the
Goodyear Tire and Rubber Company. Created a significant portion of the curriculum and
taught in the program. The two-week course was offered in November of 1999 and July
of 2000. This was the most significant program in the history of executive education at
The University of Akron. This program provided credibility that enabled the CBA to do
business with Fortune 500 firms in the area who had not previously contracted services
from the CBA.
Primary author of the faculty policy for executive education teaching and consulting.
Helped organize a CBA career center. Assisted in hiring the director and three assistant
directors. Supported the growth of the CBA career center from 20% student usage to over
50% and from under 20 annual on-campus recruiters to over 300. Over 200 hundred
students were placed in career positions and an additional 200 placed in internships. The
CBA career center was an important competitive advantage for the college as they
dramatically increased the quantity and quality of companies recruiting in the college.
Served on a university committee to develop a strategy to improve university career
services.
Served on the search committee to hire a director for university career services.
Worked closely with the CBA assessment officer to implement a comprehensive
assessment program including core and major curriculum tests, annual EBI student,
alumni, employer, and faculty satisfaction surveys, and a student employment survey.
Supported the creation of a comprehensive assessment database. Implemented a writing
skills assessment program through ETS. Continually encouraged faculty and
administrators to use assessment feedback to improve the college.
Organized a teaching and faculty development program featuring on-site seminars.
Seminars included the following topics, “becoming a master teacher,” “teaching with the
case method,” “grantsmanship in colleges of business,” and “effective use of
technology.”
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Organized a series of seminars to develop various skills for staff.
As associate director of the Fisher Institute for Professional Selling and later as associate
dean, assisted in elevating the sales program in the CBA to one of the top six in the
nation as recognized by Sales and Marketing Management Magazine, the leading trade
journal.
Conferences:
2015 Complete College America 6th
Annual Covening Alliance, Broomfield Colorado
2013 WICHE Forum Annual Meeting, San Diego, CA
2010 AAUP Conference on Shared Governance, Washington, DC
2010 AASCI/EDUCAUSE/UCF Presidential Team Technology Conference, Orlando, FL
2009 WASCB Conference, Portland, OR
2008 AACSB Dean’s Conference, San Francisco, CA
2008 WASCB Conference, Park City, UT
2008 AACSB Dean’s Conference, San Antonio, TX
2007 WACSB Dean’s Conference, Scottsdale, AZ
2007 AACSB Dean’s Conference, Las Vegas, NV
2006 WACSB Conference, Santa Monica, CA
2006 AACSB Dean’s Conference, San Diego, CA
2005 WACSB Conference, Seattle WA
2005 AACSB Dean’s National Conference, San Francisco CA
2004 WASCB Conference, Las Vegas, NV
2004 AACSB Dean’s Conference, Montreal Canada
2004 AACSB Dean’s Conference, Newport Beach CA
2003 AACSB Standards Conference, St. Louis MO
2003 AACSB National Conference, New Orleans LA
2000 AACSB Conference on Strategic Compensation and Rewards, Atlanta GA.
2000 AACSB Deans Conference, San Diego CA
1999 AACSB Deans Conference, Atlanta GA
1999 Internationalizing Business Education Seminar, sponsored by University of South
Carolina, Atlanta GA
1998 AACSB Deans Conference, Chicago, IL
1998 AACSB Associate Deans Conference, Washington, DC
1998 AACSB Learning Outcomes Conference, Nashville, TN
1998 AACSB Technology Conference, Berkeley, CA
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Teaching Experiences:
The University of Akron
College of Business Administration
Department of Marketing
Akron, Ohio
Assistant Professor
1989 - 1994
Associate Professor
1994 - 1998
Professor
1998 - 2003
Courses taught include Marketing Principles, Professional Selling, Sales Management,
Marketing Strategy, Marketing Channels, International Marketing, Advertising,
Business-to-Business Marketing, Business Negotiation and Principles of Retailing.
Graduate course taught includes Strategic Marketing Management, Sales Management,
Business-to-Business Marketing, and Business Negotiation.
Created the graduate and undergraduate Business Negotiation courses.
Created a new graduate course in Relationship Marketing and CRM.
Rowan State University (formerly Glassboro State College)
College of Business Administration
Department of Marketing
Assistant Professor
1986-1989
Courses taught included Principles of Marketing, Research Methods in Marketing,
Personal Selling and Sales Management, and Marketing Channels.
Drexel University
College of Business Administration
Department of Marketing
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Teaching Assistant
1985-1986
Undergraduate courses taught included Personal Selling and Sales Management.
Graduate courses taught included Marketing Management.
Professional Training:
"How to Teach with the Case Method," Faculty Consortium--American Marketing Association,
1988.
"How to Write Case Studies," Faculty Consortium--Glassboro State College, 1987.
BUSINESS EXPERIENCE
Consulting Experiences:
Pier Angeli Company, Dudick, Inc., General Tire, Harwick Chemical Corporation, Ohio Edison,
Goodyear Tire and Rubber Company.
Participation in Executive Education, Management Development, or Other Training
Programs:
Presented “Successfully Coaching Employees,” to the CBA Career Center Advisory Board
Members and friends, August 2002.
Instructor for “The Art of Negotiating,” for SUMMA Health System Leadership Institute
(Hospital) one-day seminar, August 2001.
Instructor for “The Art of Negotiating,” for MetroHealth System (Hospital) one-day seminar
March 2001.
Presentation of “Negotiation and Conflict Resolution,” for Business Management Seminar, First
Energy Corporation, April 2001.
Lead instructor for “Sales and Marketing Seminar,” for the Goodyear Tire and Rubber Company
two-week seminar for Latin American and Asian divisions, November 1999, July 2000.
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Instructor for “Negotiation,” for Consolidated Gas Company one-day seminar, August 2000.
Lead instructor for “Negotiation Training,” two-day workshop provided to nuclear engineers for
First Energy Corporation, August 2000.
Instructor for “Coaching,” one-day seminar for Consolidated Natural Gas, March 2000.
Co-Author, curriculum for one week sales training seminar for the Goodyear Tire and Rubber
Company, 1999.
Author, “Cook Developers”, case study for Advanced Business Negotiations, Fisher Institute for
Professional Selling, Executive Development Seminar presented to the Sales Force of Ohio
Edison, June 25, November 13, December 11, 1997.
Speaker, Intermediate Business Negotiations, "Overview of Business Negotiations," and
"Integrative Negotiation," Fisher Institute for Professional Selling, Executive Development
Seminar presented to the sales force of Ohio Edison, February 26, March 12, April 16, April 30,
October 9, October 23, November 6, November 13, December 4 and December 11, 1997; March
5, March 12, April 16, April 23, May 14, May 21, October 28, November 2, 1998; March 10,
March 17, April 21, April 28, 1999.
Discussion Leader, Intermediate Business Negotiations, for "Knight Engines/Excalibur Engine
Parts, Role Play," Fisher Institute for Professional Selling, Executive Development Seminar
presented to the sales force of Ohio Edison, February 26, March 12, April 16, April 30, October
9, October 23, 1997, March 10, 1999.
Speaker, Intermediate Negotiations, "Negotiation Planning and Strategy," and "Communication
in Negotiation," Fisher Institute for Professional Selling, Executive Development Seminar
presented to the sales force of Ohio Edison, March 5, March 19, April 23, May 7, October 16,
October 30, 1997.
Discussion Leader, Intermediate Business Negotiations, for "Universal Computer Company,
Role Play," Fisher Institute for Professional Selling, Executive Development Seminar presented
to the sales force of Ohio Edison, March 5, March 19, April 23, May 7, October 16, October 30,
1997.
Speaker, Advanced Business Negotiations, "Negotiation Breakdowns," and "The Social Context
of Negotiations and Negotiating in Groups," Fisher Institute for Professional Selling, Executive
Development Seminar presented to the sales force of Ohio Edison, May 21, June 4, June 18,
November 6, and December 4, 1997.
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Discussion Leader, Advanced Business Negotiations, for "Jordan Electronics, Role Play," Fisher
Institute for Professional Selling, Executive Development Seminar presented to the sales force of
Ohio Edison, May 21, June 4, June 18, November 6, December 4, 1997.
Speaker, Advanced Business Negotiations, "Third Party Interventions," and "Ethics in
Negotiation," Fisher Institute for Professional Selling, Executive Development Seminar
presented to the sales force of Ohio Edison, May 28, June 11, June 25, November 13, December
11,1997.
Discussion Leader, Advanced Business Negotiations, for "Connecticut Valley School, Role
Play," Fisher Institute for Professional Selling, Executive Development Seminar presented to the
sales force of Ohio Edison, May 28, June 11, 1997.
Discussion Leader, Advanced Business Negotiations, for Cook Developers, Fisher Institute for
Professional Selling, Executive Development Seminar presented to the sales force of Ohio
Edison, June 25, November 13, December 11, 1997.
Sales Trainer for Professional Selling Training Seminar, Fisher Institute for Professional Selling,
conducted for Summa Care, Inc. September 11 and 18, 1997.
Speaker, Customer Solution Selling, "Listening," "Questioning," and "Spin," Fisher Institute for
Professional Selling, Executive Development Seminar presented to the sales force of Harwick
Chemical Corporation, January 6-7, 1997.
Discussion Leader for case studies "Joy Technologies," "Misco Technologies," and "Callaway
Industries," Fisher Institute for Professional Selling, Executive Development Seminar presented
to the sales force of Harwick Chemical Corporation, January 6-7, 1997.
Discussion Leader for role-plays, "Horizon, Inc.," "World Industries," and "Mitso, Industries,"
Fisher Institute for Professional Selling, Executive Development Seminar presented to the sales
force of Harwick Chemical Corporation, January 6-7, 1997.
Author for role-plays, "Horizon, Inc.," "World Industries," and "Mitso, Industries," Fisher
Institute for Professional Selling, Executive Development Seminar presented to the sales force of
Harwick Chemical Corporation, January 6-7, 1997.
Speaker, Strategic Planning Seminar, "Strategic Planning," Center for Organizational Training,
Foundations in Business Development Seminar presented to the sales managers of Ohio Edison
Corporation, January 17, 1997.
Discussion Leader, "Nike Corporation," case, Center for Organizational Training, Foundations in
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Business Development Seminar presented to the sales managers of Ohio Edison Corporation,
January 17, 1997.
Discussion Leader case studies "First Call Introduction - The Wrong Way," "First Call
Introduction - The Right Way," "Prescription Before Diagnosis - The Wrong Way," and
"Prescription Before Diagnosis - The Right Way," Fisher Institute for Professional Selling,
Executive Development Seminar presented to the sales force of Dudick, Inc., March 2, 1996.
Author of the case studies "First Call Introduction - The Wrong Way," "First Call Introduction -
The Right Way," "Prescription Before Diagnosis - The Wrong Way," and "Prescription Before
Diagnosis - The Right Way," Fisher Institute for Professional Selling, Executive Development
Seminar presented to the sales force of Dudick, Inc., March 2, 1996.
Speaker, Marketing Management Leadership Training Program, "Closing the Sale," "How to
Become a Better Negotiator," and "Principles of Persuasion," December 13, 1995; "Common
Mistakes in Solving Marketing Problems," November 17, 1995; "Methods for Resolving
Conflict Within Business Relationships," October 27, 1995; "Communication Styles Within
Business Relationships," October 26, 1995; "Transformational Leadership - The Difference
Between Leading and Managing," "Limiting the Presence of Free-Riders in Team Projects,"
September 28, 1995; "Using Competitor Analysis to Assist in Sales Force Planning," "Sales
Force Planning," August 24, 1995; "Interpersonal Skills for Supervisors," "Motivational
Concepts," July 13, 1995; Fisher Institute for Professional Selling, Executive Development
Seminars presented to sales managers from the Ohio Edison Corporation.
Discussion Leader, Marketing Management Leadership Training Program, "Bestbooks/Paige
Turner Role Play," December 14, 1995; "For Their Own Good, As Well as Yours," "You've Got
a Better Product, Prove It!" and "Know Your Enemy and Fight Back," cases, December 13,
1995; "Hanover-Bates, Corp." case, November 17, 1995; "Hartford Manufacturing Company,"
role play, October 27, 1995; "Devising Communication Strategies," case, October 26, 1995;
Fisher Institute for Professional Selling, Executive Development Seminars presented to sales
managers from the Ohio Edison Corporation.
Professional Development course taught: Professional Selling, Continuing Education, CBA
Spring 1995.
Business Experiences:
McGranahan Distribution Company, Toledo Ohio
Sales Manager
1978 - 1985
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Ohio Plate Glass Company
Marketing Manager
1977 - 1978
Armstrong World Industries
Marketing Representative
1976 - 1977
RESEARCH AND PUBLICATIONS
Books, Book Chapters, and Supplements:
Retailing, Fifth Edition Test Bank, New York, NY: MacMillan Publishing Co., 1994 (with Dale
M. Lewison).
"Personal Selling in China: Cultural Differences and Guidelines for U. S. Salespeople," (with Li
Bo, Don Howard, and Khalid Dubas) in 1993 Financial Markets and Economic Integrations in
Asia, 217-230.
Test Bank (with Dale Lewison) to accompany Retailing by Dale M. Lewison (1991), New York:
MacMillan.
Test Item File (with Rolph E. Anderson and Paul F. Christ) to accompany Professional Personal
Selling by Rolph E. Anderson (1991), Englewood Cliffs, New Jersey: Prentice-Hall.
Instructor's Resource Manual (with Rolph E. Anderson and Paul F. Christ) to accompany
Professional Personal Selling by Rolph E. Anderson (1991), Englewood Cliffs, New Jersey:
Prentice-Hall.
Journal Articles:
Business Marketing Sales Interactions (with Jon M. Hawes and Debbie Owens)”, in Advances in
Business Marketing and Purchasing, editor Arch G. Woodside (1999), JAI Press, 167-180.
“Evaluating Market Orientation of an Executive MBA Program”, (with Khalid M. Dubas, Waqar
I. Ghani, Stanley Davis) in Journal of Marketing for Higher Education, 8:4, 49 (1998).
"An Empirical Investigation of Sales Management Training Programs for Sales Managers," (with
Rolph Anderson and Rajiv Mehta) in 1997 Journal of Personal Selling and Sales Management,
17:3, 53-66.
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"Do Closing Techniques Diminish Prospect Trust?" (with Jon M. Hawes and Bernard S. Winick)
in 1996 Industrial Marketing Management, 25:5, 349-360.
"The Effect of Specific Human Capital On Compensation and Sales Force Turnover," (with
Khalid M. Dubas) in 1995 Research in Marketing, 12, 125-140.
"Fear Arousal, Prior Product Usage, and Persuasion: An Advertising Study," (with Michael F.
d'Amico) in 1994 (Fall/Winter) Journal of Marketing Management, 4 (2), 1-7.
"The Optimal Level of Fear-Arousal in Advertising: An Empirical Study," (with Khalid M.
Dubas) in 1993 Journal of Current Issues & Research in Advertising, 15 (2), 1-7.
"Course Design Using Conjoint Analysis," (with Khalid M. Dubas), Journal of Marketing
Education, 1993 Spring, 31-36.
"Building Exchange Relationships: Buyer and Seller Perceptions of Sales Rep Performance,"
(with Jon M. Hawes and Thomas L. Baker), in 1993 Psychological Reports, 72, 607-614.
"The Processing of Marketing Threat Stimuli: A Comprehensive Framework," (with Khalid M.
Dubas), in 1992 Research in Marketing, 11, 221-263.
"Marketing Threat Appeals: A Conceptual Framework and Implications for Practitioners," (with
Rolph E. Anderson and Khalid M. Dubas), in 1993 Journal of Managerial Issues, 5 (4), 532-546.
"Leaders in Selling and Sales Management: John Cameron Aspley and The Dartnell
Corporation," in 1992 Journal of Personal Selling and Sales Management, 11 (4), 65-68.
"The Theory of Transaction Cost Economics Applied to International Intra and Inter-
Organizational Structure," (with Rolph E. Anderson), in 1990 Business and Economic Review,
(Fall), 87-106.
"Free Riding in Group Projects: Control Mechanisms and Preliminary Data," (with Rolph E.
Anderson), in 1990 Journal of Marketing Education, (Summer), 61-67.
"Leaders in Selling and Sales Management: Harry S. Tosdal," (with Jon M. Hawes), in 1990
The Journal of Personal Selling and Sales Management, 10:2 (Spring 1990), 73-76.
Proceedings Articles:
“Performance Appraisals of Sales Managers at Different Hierarchical Levels: An Empirical
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Investigation” (with Frederick Yim, Rajiv Mehta, and Rolph Anderson) Proceedings of the 2008
Global Marketing Conference at Shanghai March 20-23 at Shanghai Jiao Tong University.
"An Examination of the Impact of Closing Techniques and Buyer Gender on Attitude Toward
the Salesperson," in 1996 Proceedings Multicultural Marketing Conference (Virginia Beach), 62-
63.
"A Test of the Impact of Specific Human Capital on Sales Force Turnover," (with Khalid M.
Dubas) in 1996 Proceedings Atlantic Marketing Association (Baltimore), 270-275.
"An Examination of the Impact of Closing Techniques and Buyer Gender on Intentions to Buy,"
(with Jon M. Hawes) in 1995 Proceedings American Marketing Association Winter Educator's
Conference, 187.
"The Impact of Closing Techniques on Prospect Trust," (with Jon M. Hawes) in 1995
Proceedings National Conference in Sales Management (Atlanta), 66-67.
"The Impact of Sales Force Turnover On Sales Managers' Satisfaction and Their Perception of
Sales Force Satisfaction," (with Khalid M. Dubas and Jennifer Barr) in 1994 Proceedings
Atlantic Marketing Conference (Atlantic City), 318-324.
"Aggregating the Preferences of Students and Recruiters in Course Design," (with Khalid M.
Dubas and Douglas Tseng) in 1994 Proceedings Atlantic Marketing Conference (Atlantic City),
201-206.
"Fear Arousal, Prior Product Usage, and Persuasion: An Advertising Study," in 1994
Proceedings Midwest Marketing Association Conference (Chicago), 85-91. Winner of Best
Marketing Paper Award, out of 44 papers.
"Arrow's General Impossibility Theorem and Five Collective Choice Rules: Pareto, Condorcet,
Plurality, Approval Voting, and Borda (with Khalid M. Dubas), in 1993 Proceedings Academy
of Marketing Science Conference (Miami), 334-338.
"Threat Appeals: A Structural Equations Analysis," (with Khalid M. Dubas), in 1993
Proceedings Business and Health Administration Conference (Chicago), 16-20.
"Five Eras of the Marketing of Medical Services," (with Michael d'Amico and Dale Lewison), in
1993 Proceedings Business and Health Administration Conference (Chicago), 1-5.
"Testing Closing Techniques," (with Michael F. d'Amico), in 1993 Proceedings, National
Conference in Sales Management, (Orlando, Florida), 111-114.
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"U.S. Investment and Trade With the Asian Market: An Overall Comparison Over a Ten Year
Period Using Correspondence Analysis," (with Khalid M. Dubas and Catherine Atwong), in
1992 Proceedings of Annual Asian Conference on Issues and Perspectives on Asian Economic
Integration, (New York, New York), 1-7.
"Personal Selling in China: Cultural Differences and Guidelines for U.S. Salespeople," (with Li
Bo, Donald Howard, and Khalid M. Dubas), in 1992 Proceedings of Annual Asian Conference
on Issues and Perspectives on Asian Economic Integration, (New York, New York), 127-133.
"A Comparison of Closing Techniques: Persuasion Theory Explanations and Preliminary Data,"
(with Michael F. d'Amico and Khalid M. Dubas), in 1992 Proceedings, Southern Marketing
Association Conference (New Orleans, Louisiana), 314-318.
"Personality as a Moderator of the Threat-Persuasion Relationship: A Conceptual Discussion
and Research Propositions," (with Michael F. d'Amico and Khalid M. Dubas), in 1992
Proceedings, Southern Marketing Association Conference (New Orleans, Louisiana), 89-93.
"Fear and Sex in Advertising," (with Thomas Baker and Peter Turk), in 1991 Proceedings,
Southern Marketing Association Conference (Atlanta, Georgia), 321-324.
"A 'Golden Age' for Sales Management," (with Michael d'Amico), in 1991 Proceedings, The
Midwest Marketing Association Conference (Chicago, Illinois), 80-83.
"Researching Community Demand for a Proposed County Health Department Program," (with
Michael d'Amico), in 1991 Proceedings, Conference of the Business Health and Administration
Association (Chicago, Illinois), pp. 22-25.
"Sales Management Thought to 1920," (with Michael d'Amico), in 1991 Proceedings, National
Conference in Sales Management (Anaheim, California), pp. 111-113.
"American Sales Management Practice and Thought: Developments to World War II," (with
Michael d'Amico), in 1991 Proceedings, Fifth Conference on Historical Research in Marketing
and Marketing Thought (East Lansing, Michigan), 227-241.
"Examining Market Opportunities for Optometric Services," (with Jon M. Hawes), in 1990
Proceedings, Annual Conference of the Academy of Marketing Science (New Orleans,
Louisiana), pp. 493-497.
"Selling Styles: An Analysis of Potential Moderating Factors," (with Jon M. Hawes), in 1990
Proceedings, National Conference in Sales Management (Dallas, Texas 1990), pp. 59-62.
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"Fear Appeal in Marketing: An Expectancy Based Approach," in 1988 Proceedings, The
Midwest Decision Sciences conference, Arthur J. Adams, ed. (Louisville, Kentucky 1988), pp.
101-103. One of 9 papers, out of 172, nominated for two "Best Papers" awards.
"Recommendations on How to Improve the Educational Value of Group Projects in Marketing
Curricula," in 1988 Proceedings, Southern Marketing Association Conference (Atlanta, Georgia,
1988), pp. 317-322.
"The Impact of Media Level on Personal Selling Presentations," in 1988 Proceedings, Southern
Marketing Association Conference (Atlanta, Georgia, 1988), pp. 164-169.
"A Taxonomy of Sales Methods and a Model of Effectiveness," in 1988 Proceedings, Atlantic
Marketing Association Conference, David L. Moore, ed. (Williamsburg, Virginia, 1988), pp.
551-564.
"Impact of Fear and Spokesperson Sex on Perceived Offensiveness and Effectiveness: The Case
of Condom Ads," in 1988 Proceedings, Atlantic Marketing Association Conference, David L.
Moore, ed. (Williamsburg, Virginia, 1988), pp. 87-98.
Cases:
“National Saxony Carpet Company,” (with Jon Hawes) in Sales Management: Concepts and
Cases (1996), by Douglas Dalrymple and William Cron, Sixth Edition, New York: Prentice Hall,
pp. 166-168.
"Packman's Books: Profiting as an Independent Bookstore," (with Dale M. Lewison) in
Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice Hall, p. 750.
"State College Bookstore: Operating within a Complex Legal and Ethical Environment," in
Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice Hall, p. 763.
"Shop 'n Save: Green Marketing - An Environmental Opportunity and/or Ethical
Responsibility," in Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice
Hall, p. 758.
"King Foods: Evaluating Everyday Low Pricing as an Alternative to High-Low Buying
Practices," in Retailing (1996), by Dale M. Lewison, Sixth Edition, New York: Prentice Hall, p.
785.
"To Churn or Not to Churn," in Essentials of Personal Selling, by Rolph Anderson (1995),
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Englewood Cliffs, New Jersey: Prentice-Hall, p. 90.
"Fear of Failure," in Essentials of Personal Selling, by Rolph Anderson (1995), Englewood
Cliffs, New Jersey: Prentice-Hall, p. 91.
"Approaching Prospects to Sell a New Product," in Essentials of Personal Selling, by Rolph
Anderson (1995), Englewood Cliffs, New Jersey: Prentice-Hall, p. 247.
"Negotiating Price," in Essentials of Personal Selling, by Rolph Anderson (1995), Englewood
Cliffs, New Jersey: Prentice-Hall, p. 307.
"United Colors of Benetton: Shock Ads, Social Responsibility and Specialty Retailing," in
Strategic Management: Cases (1995), by Lester A. Digman, Houston: Dame, C1-1-3.
"IKEA: An International Retailer Penetrates the U.S. Market," in Strategic Management: Cases
(1995), by Lester A. Digman, Houston: Dame, C20-1-5.
"Packman's Books: Profiting as an Independent Bookstore," in Strategic Management: Cases
(1995), by Lester A. Digman, Houston: Dame, C28-1-3.
"McDonald's: From the "Burger Wars" to the "Big Food Fight," (with Dale M. Lewison and
John Thanapolous) in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York:
MacMillan, 85-87.
"L.L. Bean, Inc.: Adapting a Retailing Format to Meet the Challenges of a Dynamic
Marketplace," in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan,
87-89.
"Packman's Books: Profiting as an Independent Bookstore," (with Dale M. Lewison) in
Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 89-91.
"Weight Watchers: Selling Dreams in a Tough Market," in Retailing (1994), by Dale M.
Lewison, Fifth Edition, New York: MacMillan, 208-209.
"State College Bookstore: Operating within a Complex Legal and Ethical Environment," in
Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 211-213.
"Shop 'n Save: Green Marketing - An Environmental Opportunity and/or Ethical
Responsibility," in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan,
213-215.
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"Tandy Corporation: Competing in a Maturing PC Market," (with Dale M. Lewison)," in
Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 611-614.
"King Foods: Evaluating Everyday Low Pricing as an Alternative to High-Low Buying
Practices," in Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 614-
616.
"Wal-Mart: Buying Practices and Issues," in Retailing (1994), by Dale M. Lewison, Fifth
Edition, New York: MacMillan, 617-620.
"Goodyear Tires: Power and Conflict in the Marketing Channel," in Retailing (1994), by Dale
M. Lewison, Fifth Edition, New York: MacMillan, 620-622.
"Nordies: Motivation or Intimidation?" in Retailing (1994), by Dale M. Lewison, Fifth Edition,
New York: MacMillan, 628-631.
"Sears: Creating a Cluttered Sales Culture," in Retailing (1994), by Dale M. Lewison, Fifth
Edition, New York: MacMillan, 631-633.
"United Colors of Benetton: Shock Ads, Social Responsibility, and Specialty Retailing," in
Retailing (1994), by Dale M. Lewison, Fifth Edition, New York: MacMillan, 633-635.
"J.C. Penney: Lessons on Hitting a Moving Target," in Retailing, (1994) by Dale M. Lewison,
Fifth Edition, New York: MacMillan, 749-751.
"Days Inn: Hospitality Survival in a Hostile Market," in Retailing, (1994) by Dale M. Lewison,
Fifth Edition, New York: MacMillan, 837-839.
"IKEA: An International Retailer Penetrates the U.S. Market - Issues in Marketing Strategy," in
Retailing, (1994) by Dale M. Lewison, Fifth Edition, New York: MacMillan, 842-845.
"Packman's Books: Profiting as an Independent Bookstore," (with Dale M. Lewison) in
Proceedings, DSI Conference, Washington (1993), 63-64.
"Tandy Corporation: Competing in the Maturing PC Market," (with Dale M. Lewison) in
Proceedings, DSI Conference, Washington (1993), 65-67.
"Mike Kelley, Market Researcher," (with Jon Hawes) in Nonprofit Case Study Collection,
Nonprofit Organization Management, booklet.
"To Churn or Not to Churn," in Professional Personal Selling, by Rolph Anderson (1991),
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Englewood Cliffs, New Jersey: Prentice-Hall, p. 94.
"Fear of Failure," in Professional Personal Selling, by Rolph Anderson (1991), Englewood
Cliffs, New Jersey: Prentice-Hall, p. 95.
"Approaching Prospects to Sell a New Product," in Professional Personal Selling, by Rolph
Anderson (1991), Englewood Cliffs, New Jersey: Prentice-Hall, p. 366.
"Negotiating Price," in Professional Personal Selling, by Rolph Anderson (1991), Englewood
Cliffs, New Jersey: Prentice-Hall, p. 441.
"Selling Furniture at Retail: Probe, Listen, Explain, and Close," in Retailing, 4th edition, by
Dale M. Lewison (1991), New York: MacMillan, p. 641.
"Nordies: Motivation or Intimidation," in Retailing, 4th edition, by Dale M. Lewison (1991),
New York: MacMillan, p. 642.
"The 'Greening' of Shop 'n Save," in Retailing, 4th edition, by Dale M. Lewison (1991), New
York: MacMillan, p. 700-702.
"IKEA: A Global Retailer," in Retailing, 4th edition, by Dale M. Lewison (1991), New York:
MacMillan, p. 700-702.
"Lew Foster and Gail Pittenger: Isolated Incidents or Substance Abusers," (with Dale M.
Lewison), in 1989 Proceedings, Decision Sciences Institute Annual Case Writers Conference
(San Diego, California, 1989).
"IKEA: An International Retailer Penetrates the U.S. Market: Issues in Marketing Strategy,"
(with Jeanne Latona), in 1989 Proceedings, Decision Sciences Institute Annual Case Writers
Conference (San Diego, California, 1989).
Research Grants and Awards:
$123,980 lottery grant for in conjunction with the College of Arts and Humanities (CAH).
CBAPP’s portion of the grant is $73,321. The purpose of the grant is to prepare faculty and offer
one program in CAH and one in CBAPP in an online format (the management concentration of
the business major).
$196,000 follow-up grant of from the Small Business Administration to offer the
entrepreneurship concentration online. The entrepreneurship concentration in the business major
is an important support to the Institute for Entrepreneurship and Global Logistics. Grant received
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fall of 2009. I am the principal investigator.
$493,000 grant from the Small Business Administration to establish the Institute for
Entrepreneurship and Global Logistics. Grant received fall of 2006. Worked with
Congresswoman Juanita Millender-McDonald to secure this funding. Currently pursuing a
follow-up grant for $300,000.
$250,000 Department of Agriculture grant to develop a supply chain management undergraduate
business concentration. Grant received in 2004.
$42,000 California State University Extended University grant to establish a supply chain
management MBA concentration. Grant received in spring 2006.
Stoller Curriculum Grant, The University of Akron 1995
Stoller Case Writing Grant, The University of Akron 1994
Stoller Grant, The University of Akron, 1992.
Grant received to test a model of Protection Motivation Theory using structural equations.
Budget: $3,500.
Stoller Grant, The University of Akron, 1990.
Grant received to investigate the impact of threat advertisements on source credibility, resulted in
one journal article, "The Optimal Level of Fear-Arousal in Advertising: An Empirical Study,"
(with Khalid M. Dubas) Journal of Current Issues & Research in Advertising, and two
proceedings articles, "Personality as a Moderator of the Threat-Persuasion Relationship: A
Conceptual Discussion and Research Propositions," (with Michael F. d'Amico and Khalid M.
Dubas), in 1992 Proceedings, Southern Marketing Association Conference (New Orleans,
Louisiana), in press and "Fear and Sex in Advertising," (with Thomas Baker and Peter Turk), in
1991 Proceedings, Southern Marketing Association Conference (Atlanta, Georgia), 321-324,
Budget: $3,000.
Research Grant, The University of Akron.
Grant given to review the fear appeal literature, resulted in two journal articles, "The Processing
of Marketing Threat Stimuli: A Comprehensive Framework," (with Khalid M. Dubas), Research
in Marketing, 11, in press and "Marketing Threat Appeals: A Conceptual Framework and
Implications for Practitioners," (with Rolph E. Anderson and Khalid M. Dubas), Journal of
Managerial Issues, in press. Budget $2,000.
Specially Budgeted Research, Glassboro State College, 1987.
Resulted in a journal article, "The Theory of Transaction Cost Economics Applied to
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International Intra and Inter-Organizational Structure," (with Rolph E. Anderson), in 1990
Business and Economic Review, (Fall), 87-106. Budget $1,200.
Specially Budgeted Research, Glassboro State College, 1988.
Resulted in a dissertation, "Threat Appeals in Marketing and Mass Communications: A
Theoretical Framework and Advertising Study” Budget $1,500.
Articles Under Review:
PROFESSIONAL ACTIVITIES
Program Appearances:
Papers Presented:
"An Examination of the Impact of Closing Techniques and Buyer Gender on Attitude Toward
the Salesperson," in 1996 Multicultural Marketing Conference (Virginia Beach).
"Fear Arousal, Prior Product Usage, and Persuasion: An Advertising Study," 1994 Midwest
Marketing Association Conference (Chicago).
"Fear and Sex in Advertising," 1991 Southern Marketing Association Conference.
"American Sales Management Practice and Thought: Developments to World War II," Fifth
(1991) Conference on Historical Research in Marketing and Marketing Thought.
"Researching Community Demand for a Proposed County Health Department Program," 1991
Conference of Business and Health Administration.
"Sales Management Thought to 1920," 1991 National Conference in Sales Management.
"A 'Golden Age' for Sales Management," presented at the 1991 Midwest Marketing Conference.
"Free Riding: A Problem in Group Assignments," presented at the 10th Annual AMA
International Collegiate Conference Faculty Track Program.
Panelist:
Special Session on "Assessment - Is Judgment Day Really Here?" 1995 Midwest Marketing
Conference.
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Special Session on "Negotiation Role Plays in Marketing Curriculum," 1994 Midwest Marketing
Conference.
Special Session on "Marketing's Role in AIDS Education: An Academic's Perspective," 1991
Southern Marketing Association Conference.
Special Session on "Handling the High Demand for Selling and Sales Management Courses,"
1990 Southwestern Marketing Association Conference.
Program Involvements:
Session Chairperson:
"Marketing Curriculum Innovations," 1990 Southwestern Marketing Association Conference.
"Integrating Negotiation Skills into the Marketing Curriculum," 1995 Midwest Marketing
Conference.
Discussant:
Sales Management Track, 1995 Midwest Marketing Association Conference
Buyer Behavior Track, 1994 Midwest Marketing Association Conference
Promotion track, 1991 Southern Marketing Association Conference.
Marketing Education Track, Proceedings of the 1990 Southwestern Marketing Association
Conference.
Consumer Behavior Track for the Proceedings of the 1988 Southern Marketing Association
Conference.
Editorial Activities:
Editor:
Section Editor, The Communicator, 1991.Reviewer:
Sales Management Track, 1996 Multicultural Marketing Conference.
The Journal of Personal Selling and Sales Management.
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The Journal of Applied Social Psychology.
The Business and Economic Review.
Promotion Track, 1990 Southern Marketing Association Conference.
Marketing Education Track, 1990 Southern Marketing Association Conference.
Marketing Theory and Education Track, 1990 Southwestern Marketing Association Conference.
Akron Business and Economic Review, Summer 1990.
Proceedings of the 1990 Southwestern Marketing Association Conference.
Proceedings of the 1988 Southern Marketing Association Conference.
Proceedings of the 1988 Atlantic Marketing Association Conference.
Proceedings of the 1988 Seventh Annual Services Marketing Conference.
Organizational Involvement:
Midwest Marketing Association
Society For Consumer Psychology
PROFESSIONAL RECOGNITIONS
Awards:
Received "Distinguished Sales and Marketing Award" from Sales and Marketing Executives,
Akron Chapter, 1996.
Won the 1994 "Best Paper" award at the Midwest Marketing Conference. Selected from 44
papers.
One of nine papers nominated for two "Best Paper" awards at the 1988 Midwest Decision
Sciences Conference.
SERVICE CONTRIBUTIONS
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University Service
CSU Chancellor’s Office, Co -Chair, Early Start Committee - fall 2013 to December 2016.
CSU Chancellor’s Office, Member, Academic Council Steering Committee – summer
2013 to summer 2015.
CSU Chancellor’s Office, Member, Academic Council – spring 2010 to December 2016.
CSU Chancellor’s Office, Member, Information Technology Advisory Committee ITAC
– spring 2010 to December 2016.
CSU Chancellor’s Office, Co-chair, Academic Technology Steering Committee ATSC - fall
2015 to December 2016.
CSU Stanislaus, Chair, Strategic Plan Working Group – spring 2010 to December 2016.
CSU Stanislaus, Chair, Committee to Implement and Prioritize the Strategic Plan (CIPSP) –
September 2014 to December 2016.
CSU Stanislaus, Chair, Strategic Planning Committee – June 2016 to September 2016.
CSU Stanislaus, Chair, Academic Affairs Council – spring 2010 to December 2016.
CSU Stanislaus, Co-chair, University Budget Advisory Committee – spring 2010 to fall 2012.
CSU Stanislaus, Co-chair, University Task Force on Advising, fall 2014 to June 2016.
CSU Stanislaus, Co-chair, PACE Work Group – fall 2015 to June 2016. This work group
resolved a conflict surrounding a Title V student success grant that had exhausted grant funds.
There was a desire by some to institutionalize the grant activities with university funds but
finding available funds was a challenge. The Work Group developed a plan to institutionalize the
best components of the grant.
CSU Stanislaus, Co-chair, Chancellor’s Office Student Success Funding Proposal – August 2015
to June 2016.
CSU Stanislaus, Member, Labor Council – spring 2010 to December 2016.
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CSU Stanislaus, Member, President’s Cabinet – June 2012 to December 2016.
CSU Stanislaus, Member, President’s Senior Staff – spring 2010 to June 2012.
CSU Stanislaus, member, CRC (Vice Presidents’ committee to approve all hiring requests) -
spring 2010 to December 2016.
CSU Dominguez Hills, Member search committee for AVP of Development – spring 2010.
CSU Dominguez Hills, Member of “Closing the Achievement Gap” committee – AY 2009-10.
CSU Dominguez Hills, Member search committee for Vice President for University
Advancement – fall 2008.
CSU Dominguez Hills, Chaired the dean search committee for the College of Liberal Arts –
winter 2006.
CSU Dominguez Hills, Skelly Reviewer for a discipline case – spring 2006.
CSU Dominguez Hills, Chaired the dean search committee for the College of Health and Human
Services – winter 2005.
CSU Dominguez Hills, Member of the dean search committee for the College of Natural and
Behavioral Sciences – winter 2004.
CSU Dominguez Hills, Chaired the search committee for director of institutional research –
winter 2004.
CSU Dominguez Hills, Chair of the Strategic Planning Oversight Committee – fall 2004 – fall
2007.
CSU Dominguez Hills, Member of the University Planning Committee – fall 2003 - current.
CSU Dominguez Hills, Member of the University Enrollment Management Committee – fall
2003 – spring 2010.
CSU Dominguez Hills, Member of the University Student Retention Committee – fall 2006 –
spring 2010.
CSU Dominguez Hills, Member Civic Engagement WASC Task Force – fall 2006 – spring
2008.
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40
Member University Strategic Plan Goals Committee – fall 2007 – spring 2010.
Divisional Service:
Member, Graduate Council – spring 2010 to December 2016.
Time Certain permanent guest, Senate Executive Committee - spring 2010 to December 2016.
CSU Stanislaus, member, Ad Hoc Trust Restoration Committee - fall 2010 to December 2016.
CSU Stanislaus, Member, Faculty Budget Advisory Committee - spring 2010 to December 2016.
CSU Stanislaus, Chair, Provost Advisory Council - spring 2010 to December 2016.
CSU Stanislaus, Chair, Council of Deans - spring 2010 to November 2014.
CSU Stanislaus, member, Academic Senate - spring 2010 to December 2016.
CSU Dominguez Hills, Skelly Reviewer for a discipline case – spring 2010.
CSU Dominguez Hills, Member Program Review Panel – spring 2010.
CSU Dominguez Hills, Member Task Force to advise CSUDH College of Extended and
International Education – spring 2010.
CSU Dominguez Hills, Member Task Force to advise the university on Blackboard and online
course management programs and options – AY 2009 -10.
Department Service: University of Akron
Chairman, Departmental Research and Publications Committee
Member, Faculty Affairs Committee
Member, Strategic Planning Committee
Member, Industrial and Organizational Sales Program Committee
Member, Departmental Operations Committee
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College Service: University of Akron
Chair, Instructional Responsibilities Committee
Member, Committee for Strategic Planning and Accreditation
Member COD Advisory Committee
Member, University Well Being Committee
Member, Graduate Admissions Committee
Member, Research and Publications Committee
Community Service
CSU Stanislaus, Member, Stanislaus Community Foundation College Futures Initiative –
September 2015 to December 2016. This group was focused on improving college going rates,
retention, and ultimately graduation – September 2015 to December 2016.
CSU Stanislaus, Chair, Stanislaus Partnership (aka Promise). This is a partnership with Modesto
Junior College, the Stanislaus County Office of Education and CSU Stanislaus to improve
college attendance and success rates by students in the county. The objective is to increase the
number of K-12 who attend and graduate from a 2-year or 4-year institution of Higher
Education. This effort resulted in a written agreement between the three partners outlining their
cooperation and a press conference in June of 2015 announcing the partnership and its
objectives. The next step will be an operational plan – November 2013 to Fall 2016.
CSU Dominguez Hills, Member the Board of Directors and scholarship committee for the
Millennium Momentum Foundation, Los Angeles, CA. The mission of this non-profit is to
improve the representation of people of color in government and public policy and thus awards
scholarships and career related workshops to students who are pursuing degrees in public policy
disciplines – fall 2003 to spring 2010.
CSU Dominguez Hills, Member of the Board Directors of ITEP. This non-profit provides
international trade programs to Banning High School students. These students are almost all
underrepresented minorities and disadvantaged – fall 2003 to spring 2010.
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rev. 01/23/2017
Accomplishments
James T. Strong
1
JAMES T. STRONG
GENERAL INFORMATION
Business Address and Telephone:
Professor of Marketing
California State University, Stanislaus
One University Circle
Turlock, California 95382
(209) 667- 3507 (Department of Management, Marketing, & Operations)
jtstrong@csustan.edu (email - work)
Home Address and Telephone:
1245 Estates Drive
Turlock, CA 95380
(209) 250-1733 (home)
(209) 417-8456 (personal cell – best phone number)
jtstrong17@gmail.com (email – personal)
EDUCATION AND TRAINING
Doctoral Degree:
Doctor of Philosophy, 1990, Drexel University, Philadelphia PA
Major: Marketing
Minor: Organizational Behavior
Dissertation: "Threat Appeals in Marketing and Mass Communications: A Theoretical
Framework and Advertising Study"
Master's Degree:
Masters of Business Administration, 1984, University of Toledo, Toledo OH
Major: Administration
Bachelors Degree:
Bachelor of Arts, 1975, Lafayette College, Easton PA
Major: English
Accomplishments
James T. Strong
2
ACADEMIC EXPERIENCE
Administrative Experiences:
Provost and Vice President for Academic Affairs
California State University, Stanislaus
May 3, 2010 – December 31, 2016
Dean
College of Business Administration and Public Policy (CBAPP)
California State University, Dominguez Hills
July 1, 2003 – April 30, 2010
Associate Dean
College of Business Administration (CBA)
The University of Akron
August 1997 – September 2002
Administrative Accomplishments:
California State University, Stanislaus – Provost and Vice President for Academic Affairs
May 2010 – Fall 2016 – provided critical leadership that significantly reduced
dysfunctional conflict between faculty and the president (including many senior
administrators).
Provided critical leadership in preparing for the WASC Special Visit in November 2011
including the required self-study report, related to the WASC charge to address
dysfunctional conflict between faculty and the president (including many senior
administrators) which was reported in the WASC reaffirmation of accreditation letter of
July 2010. The outcome of the visit was positive but a second visit was required.
Provided critical leadership for the WASC self-study and Special Visit in fall 2014 the
critical issue being the WASC charge to address dysfunctional conflict between faculty
and the president (including many senior administrators). The Special Visit was very
successful resulting in three commendations from WASC and closing the chapter on
dysfunctional conflict.
Dramatically improved relations between the provost and the Senate Executive
Accomplishments
James T. Strong
3
Committee.
Implemented student success initiatives that have resulted in an improvement of 8.1
percentage points in the overall six-year FTF graduation rate from 2006 cohort to 2010
cohort (57.4%). The underrepresented minority six-year graduation rate has improved
seven percentage points from the 2005 cohort to the 2007 cohort. The gap between URM
graduation rates (51%) and non-URM rates (53%) has improved six percentage points
from the 2006 to 2007 cohorts. Last year’s gap stood at two percentage points (2007
cohort) compared to 14 percentage points for the CSU system. This has been
accomplished with significant enrollment increases in first time freshman and a 12.8%
increase in URM students and a 3% increase in first generation students (NCES
definition) which likely creates more challenges regarding improving graduation rates.
The most current gap regressed to the mean and now stands at 6.3%.
Provided the leadership for a team from Modesto Junior College, Stanislaus County
Board of Education, and CSU Stanislaus charged to create a “promise” document that
improves student success and access to Higher Education for K-12 and Modesto Junior
College students. This effort resulted in the “Stanislaus Education Partnership.”
Led the division and assisted the senior leadership in budget cuts in 2010-11, 2011-12,
and 2012-13. These cuts were substantial and difficult. As co-chair of the University
Budget and Planning Advisory Committee (UBAC) for those three years, I provided
additional leadership in the budget allocation decisions. In a large part due to my
leadership UBAC was much more functional than it was in the prior five years.
Worked with the Academic Senate to reduce the number of Colleges from six to four in a
budget reduction effort. $350,000 was saved. This was a consensus decision without any
appreciable conflict.
Made the following hires during my tenure as provost: Dean of the College of Business
Administration, Dean of Education; Dean of the College of Education, Kinesiology and
Social Work, Dean of the College of Science, Dean of the College of Arts, Humanities
and Social Sciences, two Deans of the College of Extended Education, Director of
Institutional Research, two Directors of International Programs, Director of Athletics,
Dean of Library Services, two Associate Vice Presidents of Academic Affairs, and the
Academic Affairs Budget Officer.
Supervised the hiring of over 130 tenure track faculty in six plus years.
Instrumental in hiring the Foster Farms Endowed Chair of Business Economics.
Accomplishments
James T. Strong
4
Supported the search for the Starn Endowed Chair of Agricultural Studies.
Provided strong leadership and support in the College of Business’s successful AACSB
maintenance of accreditation visit in spring 2013 which resulted in a complete
reaccreditation with no continuing review and no significant weaknesses cited. It was a
very impressive performance by the College.
Led strategic planning for the University from May 2010 until fall 2016. Played the
leadership role for the Strategic Plan Working Group resulting in a survey of perceptions
of the plan and stakeholder meetings to gather information regarding appropriate next
steps in the strategic planning process. That effort resulted in the creation of the
Committee to Implement and Prioritize the Strategic Plan whose recommendations
resulted in a detailed two-year strategic priorities plan which included a second
comprehensive survey of stakeholders. I also led the Strategic Plan Working Group to
recommend to the President a charge for a Strategic Planning Committee to create a new
strategic plan as recommended by WASC in March 2015.
Significantly improved the provost’s retention, promotion, and tenure (RPT) evaluative
memos, mentored deans on effective RPT evaluation memos and generally improved the
process in a collective bargaining environment and a robust faculty senate partnership.
Key member of the RPT Survey Committee charged with gathering information to
improve retention, tenure, and promotion policy and procedure. The survey resulted in a
report that was affirmed by the Academic Senate and has been the platform to reinforce
the positive aspects of the RPT process and work with faculty to improve areas of
weakness, specifically those identified in the WASC special visit report from March
2015. I have worked continuously to improve the RPT process and standards and
progress has been made.
Created the Enrollment Management Committee shortly after arriving on campus.
Improved enrollment management and course scheduling in Academic Affairs and have
provided key leadership to improve enrollment management across the university. In fall
2013 managed enrollment so that the university did not exceed the upward limit on
enrollment in AY 2013-14 notwithstanding intense enrollment pressures. Projected AY
total FTES for 2016-17 is 19% greater than 2010-11 when I arrived. Fall 2016 freshman
enrollment (1,389) is 35% greater than 2010-11. Fall 2016 transfer enrollment is +12.8%
compared to fall 2010.
In fall 2010 created the Holistic Program Review with a charge memo that was heavily
vetted with campus stakeholders, including the Academic Senate to review all academic
operations with the objective of improving effectiveness and efficiency given constrained
Accomplishments
James T. Strong
5
budgets. I have played a key role in educating the Division of Academic Affairs
regarding a more sophisticated approach to managing costs, especially instructional costs.
This has resulted in “The Big Project” which is an interdivisional committee charged
with improving planning of the schedule including operations and cost projections.
Improved and supported the institution’s focus on scholarship and creative activity
through the implementation of the President’s RSCA Award program and vocal support
of all RSCA activities by faculty.
Created the Graduation Initiative 2025 Committee and greatly enhanced and supported
the Student Success Committee. I have brought the issue of student success and the need
for improvement in university support for student success to all the key stakeholders in
Academic Affairs and across the University resulting in collaboration with campus
partners and additional analysis and initiatives to increase retention and graduation rates
and close the underrepresented minority (URM) achievement gap. The current focus is on
Graduation Initiative 2025, with a special focus on improving 4-year FTF and 2-year
transfer student graduation rates.
Significantly improved the operation of University Extended Education. The generation
of surplus funds was significantly increased. Summer session enrollment was
significantly increased. Charged the dean to create a winter intersession program which
was done and the session has grown steadily and generates surplus funding.
Improved the Provost’s Office relationship with the Graduate Council.
Supported and/or provided leadership for the creation of the following curricula:
ASBSN – a second bachelor’s of science degree in nursing for students who hold
a first bachelor’s degree in another field.
RN to BSN degree (online)
BS in Health Sciences
Online MBA
Food Safety (in progress)
BS in Social Science (degree completion)
Master of Fine Arts (in progress)
Master of Social Work (hybrid)
Led the effort to rebuild enrollment at the Stockton Center. This began with hiring an
interim dean in July 2013 and in February 2016 hiring a permanent dean. Additionally, a
strategic plan was created for the Stockton Center, faculty hired, programs placed in the
Center, and the results are very positive and show benefits for both the Stockton Center
Accomplishments
James T. Strong
6
and the Turlock campus. In Academic Year 2015-16 headcount of students taking at least
one credit at the Stockton Center increased to 564 head count (+251.0, +80.2%) and
189.5 FTES (+93, +96.4%), and these students also increased their FTES levels on the
Turlock campus (+118.0 FTES, +76.6).
Working through the AVP of Academic Planning, streamlined, reduced cost, and
improved the learning outcomes process.
Improved Academic Affairs compliance with university and Chancellor’s Office policy.
Led efforts to change a “loose compliance” culture to a “compliance” culture and reduce
risk to the university.
Provided leadership and support for the Chancellor’s Office Early Start program on the
Stanislaus State campus. This program has been very successful.
Co-chair of the CSU Chancellor’s Office Academic Council Early Start Committee.
Early Start remains a key initiative of the CSU Board of Trustees and the Chancellor’s
Office.
Served as Executive-in-Charge of the Division of University Advancement from
November 6, 2012 until April 29, 2013. This division consists of development,
communication, and legislative affairs.
Worked with the deans and Athletic Director to support and better coordinate University
Advancement’s efforts to increase fundraising. The new Athletic Director raised over
$850,000 in his first year and over $1M in his second. These are the two best fundraising
years in the history of the department. The College of Business Administration (CBA)
Dean has also had success raising money. Strongly supported the CBA Advising Board
and encouraged the other deans to create effective advisory boards.
Hired an outstanding Athletic Director in spring of 2012 to improve general operations
and professionalism in the Department of Athletics. Supported and guided personnel
changes including coaches and an organizational restructuring. The department has
achieved remarkable improvements since June 2012. Under his leadership, 2013-14 was
the most successful in Stanislaus State history in NCAA Division II with 3 conference
championships, 16 student-athletes named All-Americans, including a national player of
the year, Karenee Demery, and a national champion, Courtney Anderson.
California State University, Dominguez Hills (CSUDH) – Dean
Under my leadership the business program made remarkable progress toward achieving
Accomplishments
James T. Strong
7
AACSB accreditation given where the program was in fall 2003 when I arrived and a 20
year history of failing to meet the standards. CSUDH applied for AACSB accreditation
and submitted a self-evaluation report (SER) in summer 2007. The AACSB peer review
team recommended that CSUDH address the deficiencies cited in their pre-visit letter and
resubmit a self-evaluation study when the deficiencies were corrected. The major
criticisms by the peer review team were: 1) insufficient coverage of classes by
academically (AQ) or professionally (PQ) qualified faculty; and 2) insufficient budget to
support an AACSB accredited business program. That feedback resulted in CSUDH’s
comprehensive response plan to achieve AACSB accreditation submitted in September of
2009. The plan was reviewed and ratified by the AACSB peer review team and the team
stated to me that it would result in accreditation assuming all other relevant performance
indices held constant or improved. The timetable in the plan called for accreditation to be
conferred no later than spring 2011. In July of 2009 the budget of CSUDH was cut 22%
by the Chancellor’s Office due to cuts from the State of California. The budget cuts to the
business program were at a similar level. The business program was entering the self-
study semesters (fall 2009 and spring 2010) for AACSB accreditation. Given one of the
commitments in the CSUDH AACSB response plan was to increase the budget to the
business program, CSUDH decided to withdraw its application for accreditation until the
budget could be restored and the commitments of the response plan met. CSUDH has yet
to achieve AACSB accreditation.
Relative to AACSB standards, faculty academic and professional qualification rates
improved from 44% when I arrived in 2003 to over 80% in the 2008-08 academic year.
The quality of faculty publications improved dramatically. Faculty began hitting “A”
level journals, such as Management Science and Organization Science. One faculty
member published a book with Nobel Laureate Lawrence Klein.
Participated with the deans in budget cutting and a process of program prioritization in
fall 2009.
Led and organized strategic planning process for CBAPP in spring 2010.
Played an integral part in securing the largest donation in the history of the college
($100,000); an endowed scholarship memorializing faculty member Chiou-Hsiung
“Bear” Chang.
Total gifts for calendar year 2008 were $137,000 up from $37,695 in 2007.
February 2008 elected to the “member at large” position on the executive committee of
the CSU Business Deans Association.
Accomplishments
James T. Strong
8
Wrote and received a $493,000 grant from the Small Business Administration to establish
the Institute for Entrepreneurship and Global Logistics. Grant was received in fall of
2006. Worked with the late Congresswoman Juanita Millender-McDonald to secure this
funding. I was the principal investigator.
Wrote and received a follow-up grant of $196,000 from the Small Business
Administration to fund the creation of an entrepreneurship concentration online. The
entrepreneurship concentration in the business major was an important component of the
Institute for Entrepreneurship and Global Logistics. Grant received fall of 2009. I was the
principal investigator.
Wrote and received a lottery grant for $123,980 in conjunction with the College of Arts
and Humanities (CAH). CBAPP’s portion of the grant was $73,321. The purpose of the
grant was to prepare faculty and offer one program in College of Arts and Humanities
and one in CBAPP in an online format (the management concentration of the business
major was selected).
Wrote and received a $250,000 Department of Agriculture grant to develop a supply
chain management undergraduate business concentration. Grant received in 2004. I was
the PI.
Wrote and received a $42,000 CSU Extended University grant to support the creation of
a supply chain management MBA concentration. Grant received in spring 2006.
Strongly encouraged and supported the faculty in revising the core curriculum of the
MBA program and adding six new concentrations expanding from two concentrations.
The new concentrations were finance, marketing, human resource management and
leadership, information systems, entrepreneurship, and supply chain management.
Strongly encouraged and supported the revision of the core curriculum of the MPA and
the development of a concentration model. Concentrations in public administration, non-
profit management, and criminal justice administration were created. New curriculum
was implemented in fall 2007.
Strongly encouraged and supported the development of undergraduate business
concentrations in supply chain management, sports entertainment and hospitality
management and entrepreneurship and small business management. Supported the
revision of the human resources concentration.
Working closely with faculty and staff created a strategic plan for the college.
Accomplishments
James T. Strong
9
In July of 2003 I began the process of taking a moribund advisory board that had not met
in 18 months or more and building a board of 56 members that was meeting four times
per year, interviewing faculty candidates, guest lecturing, reviewing curriculum,
providing internships and class projects and fundraising for the college. Also established
an executive committee for the advisory board to provide leadership for the advisory
board. The board had three very active “sub-boards” for public administration,
entrepreneurship, and human resource management and an active committee that
organized an annual award luncheon. Recognized as an outstanding board by the AACSB
peer review team, CSUDH development office and the campus in general. The board was
made up of both private and public sector members, with prestigious resumes and served
the entire college not just the business program. The board became a significant prospect
development tool and a major vehicle to bring a practitioner focus to the curriculum. The
former chair of the board’s executive committee has taught both at the undergraduate and
graduate levels in entrepreneurship.
Led the effort along with the CBAPP Advisory Board to hold an Annual CBAPP Awards
Luncheon to honor the alumnus, executive and organization of the year and raise money
for the college. The College Advisory Board co-sponsored the event. The first Awards
Luncheon in November of 2007 raised $25,000 in contributions and the net contribution
was over $15,000.
In October ’04 I created a monthly electronic newsletter to serve as the marketing and
public relations piece for the college. The newsletter is sent to alumni, friends, the
college, and the greater campus community and has been very well received. Archived
copies of the newsletter can be found at the following web address:
http://cbapp.csudh.edu/newsletter/012009/index.htm
Established a “Friends of the College” database to house friends and alumni of the
college, to whom the newsletter is sent and future annual campaign efforts will be
targeted. Thousands of new names had been added to the database.
Instrumental in CSUDH receiving the Millennium Momentum Foundation National
Ambassador of Education Award in December 2007. This organizational raises money
for scholarships for underrepresented minority students.
Working with faculty and chairs, reorganized the business program and reduced the
number of departments from five to three in order to increase administrative efficiency
that was hampered by very small departments (spring 2005).
Provided leadership to integrate the newly acquired department of political science,
economics and labor studies into the college. Many in the department were reluctant to
Accomplishments
James T. Strong
10
join the college.
Annualized AY 09-10 FTES for the college was up 6.3% versus AY 08-09.
In fall 2007 total headcount of graduate and undergraduate students majoring or seeking
graduate degrees including special sessions programs was 2,873 students, up from 2,410
students in fall 2003 (+19.2%). In fall 2007 total undergraduate majors were 2,374 up
from 1,873 in fall 2003. Total graduate majors in fall 2007 were 499 (MBA 179; MPA
320), compared to 537 (MBA 270; MPA 267) in 2003. In AY 07-08, 457 baccalaureate
and 165 masters’ degrees were conferred. Business administration undergraduate majors
were 1,682 and MBA students were 179 in fall 2007.
Graduate online (special sessions) programs grew significantly 2003 to 2008 and gained
national attention with Wall Street Journal articles and a top ten “best buy” rating by
geteducated.com. Fall 2007 headcount for online MBA and MPA programs was 314
compared to 242 in fall 2003 (+30%).
Total revenue for special sessions programs (not run on the state budget) for fiscal year
07-08 was $1,798,280. This consisted almost entirely of revenue generated from the
MBA and MPA online programs.
Hired 26 new faculty members in six years. In fall 2009 hired five full-time lecturers and
two tenure track faculty to meet AACSB standards and help achieve accreditation.
Significantly improved faculty hiring through improved practices including personally
recruiting at conferences and encouraging department chairs to do the same. Faculty have
PhDs from top universities such as USC, Michigan State, University of Minnesota,
Syracuse, Florida State, and UCLA.
Hired a development officer, two financial managers, and two associate deans.
Good mentoring relationship with all new faculty. Met with all probationary (non-
tenured) faculty individually once a year to review their progress toward tenure.
Periodically met with probationary faculty as a group to discuss possible concerns.
Led faculty to improved intellectual contributions policies for both the business
administration program and the department of public administration.
Improved the reappointment, tenure and promotion process by significantly upgrading
the dean’s evaluation memos and linking them directly to the intellectual responsibilities
policy.
Accomplishments
James T. Strong
11
Organized with co-chair Dave Christy (then dean of business at Cal Poly SLO) and
hosted a one-day workshop on the new AACSB accreditation standards for CSU and area
colleges in May 2005.
Significantly strengthened the learning outcomes assessment program. Direct measures of
learning outcomes have been collected for four years. Six EBI student and alumni
satisfaction surveys were conducted in four years as indirect measures of learning
outcomes. The feedback loop has been closed and changes were made to curriculum and
pedagogy. The AACSB dean visitation team in their planning visit cited the assessment
program as a strength for the business program.
2007 Educational Benchmarking Institute (EBI) undergraduate alumni satisfaction
surveys for the business program produced extremely impressive results. CSUDH ranked
1 of 7 schools on all 13 factors compared to six comparison schools (“select
six”). CSUDH ranked 1 of 13 schools on all 13 factors compared to all the other schools
in the CSUDH Carnegie Class. Compared to all schools in the survey CSUDH ranked 1
of 40 schools on 11 of 13 factors. CSUDH ranked 2 and 3 of 40 on the remaining two
factors (factor 9 and 7 respectively). Of 39 possible first place finishes, CSUDH finished
first 37 times, second once and third once. This reflects the high quality of the
undergraduate business program and how very satisfied students were with the program
and large difference it made in their lives.
2007 EBI MBA alumni satisfaction surveys for the business program also produced
extremely impressive results. Compared to the “select six” schools CSUDH ranked 1st of
7 schools on 6 factors, 2nd of 7 schools on 2 factors, and 3rd of 7 schools on 4 factors.
Thus, on 12 of 13 factors CSUDH was 3rd
ranked or better compared to the “select six”
schools. Compared to all the other schools in the Carnegie Class, CSUDH ranked 1st of 9
schools on 3 of 13 factors, 2nd on 2 factors and 4th on 3 factors. Thus, CSUDH was
ranked in the top half of schools in its class on more than half of the factors. Compared to
all schools in the survey, CSUDH ranked 1st of 23 schools on 4 of 13 factors, 2nd
on one
factor and 4th
on another factor. Thus, CSUDH ranked in the top half of 23 schools in the
survey on 11 of 13 factors and on the remaining two factors was ranked 12th and 18th
respectively. This is noteworthy performance when one considers how competitive MBA
programs are. Many schools never achieve one first place ranking.
University of Akron – Associate Dean
Intimately involved with the creation of the International Executive MBA program,
which began in the fall of 2002. The CBA successfully recruited fourteen international
students, who paid $40,000 program tuition for the start of classes in fall 2002.
Accomplishments
James T. Strong
12
In December of ’01 worked with college leadership in administering a $170,000 budget
cut mandated by the university and prepared for an additional approximate 3% budget cut
mandated by the State of Ohio.
Created the Center for Information Technology and e-Business Center (CITE), which
housed information systems faculty. Led the effort to create an advisory board to provide
financial and advisory support to the center. In eight months recruited fifteen advisory
board members from companies such as Accenture, Goodyear, Timken, First Energy,
Omnova, Advanced Elastomer Systems, Sprint, Centerprise, Smuckers, and KPMG
Consulting. Each member paid $1,500 in annual dues. When I left the position the board
had over 20 members and the university development office felt it was one of the best
boards in the University.
Awarded me a certificate of achievement for work with advisory boards during my tenure
as associate dean (fall ’02) by the development office.
Working with the assistant deans of graduate and undergraduate programs and the
department chairs the CBA achieved impressive enrollment gains during a period when
enrollments were down in many business schools. Student credit hour production was as
follows: Fall ‘01 UG +14%, Grad. -2%, Overall +11%; Spring ‘01 Undergraduate (UG)
+13.1%, Grad. +10.8%, Overall +12.7%; Fall ‘00 UG +8.8%, Grad. 12.9%, Overall
9.6%; Spring ‘00, UG +8.5%, Grad. -3.2%, Overall +6.2%; Fall ‘99 UG +2.6%, Grad
+3.3%, Overall +2.8%.
In 1999 chaired the “web-team” committee, which in nine months developed five MBA
courses for online delivery. Eventually eight prerequisite MBA courses were offered.
Overcame significant administrative roadblocks in creating this curriculum.
Chaired a committee charged with developing an e-business program for the CBA.
During a six-week period created a seven course, twenty credit hour graduate program
complete with syllabi. The committee met two and three times per week to accomplish
this task. Enrollment for the first two courses was 60+ and 45. The e-Business program
received excellent publicity with a lead article in the Cleveland Plain Dealer, four radio
interviews and mentions, and my interview on Cleveland Channel 5 11:00 News.
Seventeen students finished the certificate program in May of 2001.
In the fall of ’00 and spring of ’01 chaired the committee charged with selecting an ERP
software system to support the IS curriculum. Oracle 11i was selected and we developed
an implementation plan. This committee planned the implementation of ERP software
into the IS, and eventually non-IS, curriculum.
Accomplishments
James T. Strong
13
Created the position of technology director and executed a successful recruitment.
Worked with the director to significantly upgrade the level of technical support provided
to faculty and CBA students.
Significantly improved the retention, tenure, promotion (RTP) process in the dean’s
office and the college. Dean’s office review of RTP applications became much more
rigorous and objective under my leadership. Existing policies were enforced much more
thoroughly and consistently across the college.
Participated on a university committee revising and writing policy to improve the
administration of merit pay campus wide (Fall 2001).
Directed the creation of a technology plan for the college.
Institutional representative for the university in a suit brought by a faculty member and
tried in Ohio Court of Claims (November 2000). Lead witness for the defense. Deputy
General Counsel of the university stated I was the best witness he ever had in his 20 plus
year legal career and I received a congratulatory phone call from Provost Terry Hickey.
Office of the Ohio State Attorney General legal counsel, who was the lead defense
lawyer, was also extremely pleased with my performance. The University of Akron
received a completely favorable ruling from the Court of Claims in February of 2002.
In a review of CBA and university endowed accounts I discovered an inactive
endowment ($160,000) targeted to provide short-term loans to needy students. Because
of the impracticality of this objective the financial aid office was not dispersing any of
the money to students. Went through the process of having the mission of the endowment
broadened so that it included scholarships for students and could be effectively awarded.
Helped prepare for and coordinate the AACSB reaffirmation process and facilitate the
visitation. Graduate and undergraduate programs were reaffirmed for both business and
accounting. Reaffirmation was achieved in June of 1998.
Created a detailed budget for the CBA and the Institute for Global Business. Hired a
budget administrator.
Instrumental in creating a $1.6 million endowment for the Institute for Global Business
using an unspent initial allocation of an annual renewable budget line that had been
awarded to The University of Akron by the State of Ohio to create a state-of-the-art
international business program.
Accomplishments
James T. Strong
14
Supported the Institute for Global Business in their efforts to create a nationally
renowned international business program in the CBA. Significantly contributed to the
creation of a meaningful strategic plan for the Institute. Helped the director to establish
international scholarships and internships with major Fortune 500 companies in N.E.
Ohio and abroad. Assisted in the development of meaningful alliances with other
international academic institutions.
Chaired the search committee to recruit a director of the Institute for Global Business.
Heavily involved in the hiring of twenty-four tenure-track faculty. Handled the salary
negotiations for most of these hires either directly or through the department chair.
Involved in more than thirty searches during five-year tenure as associate dean and have a
reputation as a superb recruiter.
Chair of the Dean’s Advisory Council. This council is made up of the leadership of the
college’s student organizations. Council serves as a sounding board for administration for
various student issues.
Chaired the search committee for the successful recruitment for the director of the
Fitzgerald Institute for Entrepreneurial Studies. This was a very difficult and complicated
search that spanned two years and one failed effort. Successfully concluded the search
with a new director who started in the fall of 2000.
Helped create the position of assistant development director for the CBA and served on
the search committee. This individual was so successful she was promoted and I led the
successful recruitment effort to replace her.
Instituted a 360-degree evaluation procedure for all administrators for the purpose of self-
development (1999).
Instrumental in developing a plan and obtaining the resources necessary to reorganize the
centralized advising function in the graduate and undergraduate offices.
Spearheaded the creation of a faculty summer grant research program. Awarded
$133,000 in grants for summer 1999, $115,000 summer of 2000 and $56,000 summer
2001. Served as program administrator.
Led the effort to provide summer grants to newly recruited faculty as a condition of
employment to meet competitive conditions. Served as program administrator.
Accomplishments
James T. Strong
15
Chaired the search committee and recruited an executive education director from the
University of Michigan.
Involved in and supervised the growth of executive education offerings by the CBA from
nearly nothing in the early 1990s to a high of over $500,000 in 1999. Conducted business
with major Fortune 500 companies. Developed a broad base of expertise in the field of
executive education.
Led the effort to establish a two-week sales and marketing training program with the
Goodyear Tire and Rubber Company. Created a significant portion of the curriculum and
taught in the program. The two-week course was offered in November of 1999 and July
of 2000. This was the most significant program in the history of executive education at
The University of Akron.
Primary author of the faculty policy for executive education teaching and consulting.
Helped organize a CBA career center. Assisted in hiring the director and three assistant
directors. Supported the growth of the CBA career center from 20% student usage to over
50% and from under 20 annual on-campus recruiters to over 300. Over 200 students were
placed in career positions and an additional 200 placed in internships. The CBA career
center was an important competitive advantage for the college as they dramatically
increased the quantity and quality of companies recruiting CBA students.
Served on a university committee to develop a strategy to improve university career
services.
Served on the search committee to hire a director for university career services.
Worked closely with the CBA assessment officer to implement a comprehensive
assessment program including core and major curriculum tests, annual EBI student,
alumni, employer, and faculty satisfaction surveys, and a student employment survey.
Supported the creation of a comprehensive assessment database. Implemented a writing
skills assessment program through ETS. Continually encouraged faculty and
administrators to use assessment feedback to improve the college.
Organized a teaching and faculty development program featuring on-site seminars.
Seminars included the following topics, “becoming a master teacher,” “teaching with the
case method,” “grantsmanship in colleges of business,” and “effective use of
technology.”
Organized a series of seminars to develop various skills for staff.
Vita
James T. Strong
Vita
James T. Strong
16
As associate director of the Fisher Institute for Professional Selling and later as associate
dean, assisted in elevating the sales program in the CBA to one of the top six in the
nation as recognized by Sales and Marketing Management Magazine, the leading trade
journal.
rev. 01/23/2017
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