Loyola Executive Spring 2013

FACULTY INVESTED WITH PROFESSORSHIPS • FIRST-YEAR STUDENTS GET ENGAGED

MBA PROGRAM GETS REWORKED • YOUNG ALUMNI OFFER PERSPECTIVES ON WORK

The Carlos M. Ayala Stock TradingRoom Opens to Rave Reviews

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LOYOLA UNIVERSITYNEW ORLEANS

Loyola University New Orleans PresidentThe Rev. Kevin Wm. Wildes, S.J.

College of Business DeanWilliam Locander

Associate DeanAngie Hoffer

Director, Portfolio & InternshipsKathy Barnett

Development Officer College of BusinessTraci Wolff Lucas

Director of Editorial ServicesRay Willhoft ’00

Loyola Executive DesignerCraig Bloodworth

PhotographerHarold Baquet

Photo ContributorsJames Shields

Stephanie Willis

Contributors

Kathy Barnett Jerry Goolsby

William LocanderShelby Schultheis ’14

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COLLEGE OF BUSINESS MAGAZINE

LOYOLA UNIVERSITY NEW ORLEANS

Spring 2013 • VOL. 6 • NO. 1 • www.business.loyno.edu

Loyola Executive is published bi-annually for Loyola UniversityNew Orleans College of Business alumni and friends.Please address correspondence to:Loyola ExecutiveOffice of the Dean6363 St. Charles Avenue, Box 15New Orleans, LA 70118

News and photographs for possible use in future issues may besubmitted by readers.

POSTMASTER: Send address changes to:Loyola ExecutiveLoyola University New Orleans7214 St. Charles Avenue, Box 909New Orleans, LA 70118

Loyola University New Orleans has fully supportedand fostered in its educational programs,admissions, employment practices, and in theactivities it operates the policy of not discriminatingon the basis of age, color, disability, national origin,race, religion, sex/gender, or sexual orientation. Thispolicy is in compliance with all applicable federalregulations and guidelines.

COVER FOCUS6 The Carlos M. Ayala Stock Trading

Room Opens

FEATURES10 Invested: Four Faculty Members

Accept New Professorships14 Remaking Loyola’s MBA Education16 Professors Engage Students

Through First-Year SeminarCourses

20 The CoB Community Mourns thePassing of Dr. Lee J. Yao

22 Students Receive High Markson Internship Performance Factors

24 Transitioning from Student Life tothe Real World: What ThreeRecent Grads Have to Say

30 The Center for Spiritual Capitaland Loyola College of BusinessHost Deans’ Colloquium


Spring 2013 www.business.loyno.edu 5

From the DeanThe cover of this issue says it all. The new

face on the College of Business building, MillerHall, features the newly opened Carlos M.Ayala Stock Trading Room. The article in thisissue shows both faculty and students gainfullyusing the new addition to the CoB. I am verypleased that one of our top students called theroom his home away from home.

In today’s job market, internships are moreimportant than ever. In this issue of theExecutive, we feature student interns and asampling of where College of Business studentsinterned in 2012—an impressive list to say theleast. Kudos to our students who received suchhigh grades from the companies.

Engaged learning and our university First-Year Seminar were the highlight for students taking Dr. Frankie Weinberg’s freshmancourse. All I will say is that he served up a feast of a course—pun intended. Read about hiscourse titled Dishing It Up.

Our MBA program has been going through a remaking under the leadership of ourdirector, Dr. Jerry Goolsby. The revision has borne fruit in that we are seeing recordplacement rates for our students in exciting positions that will launch their careers.

This issue of the Executive is a testimony to the hard work of faculty, staff, andstudents in making the College of Business an exciting and meaningful place to learn.Congrats to all!!

William B. Locander, Ph.D.College of Business Dean

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6 Loyola Executive

The much anticipated opening of theCollege of Business Carlos M. Ayala StockTrading Room took place in the fall of 2012.

The opening recep-tion guests includedmembers of the CoBVisiting Committee,CoB Alumni Board,CoB Executive Mentors,and other distin-guished guests fromthe Loyola communi-ty. A striking additionto Miller Hall, thetrading room/class-room/computer lab issituated on a highlyvisible corner of thebuilding showcasing

the advancements in Loyola’s finance program.Made possible by a $1.5 million gift from

the estate of Carlos M. Ayala ’57 specificallyto support the college’s finance program, theroom also includes the Rathe Computer Lab.A portion of the Ayala gift added $900,000 toan existing student-managed investment fund,bringing its total value to $1 million. FinanceProfessor Ron Christner, Ph.D., teaches thestudent-managed investment fund class whereinvestments are solely managed by financemajors. The remainder of the money was allo-cated within the finance concentration toprovide funding for more investment financeclasses, a research database system, and thestock trading room.

Ayala’s daughter, Lily Ayala Berlyn ’89,says no matter where he was in life, her fatherkept Loyola close to his heart and wanted

“The Carlos M. Ayala Stock

Trading Room has essentially

become a second home to

me. If I’m not at class or

work, I’m in the trading room.

It’s a great place for business

students to get work done

and be around students with

similar majors.”

–Jay Mukherjee,

Finance/Economics Senior



tomorrow’s students to have the tools need-ed to graduate and hit the ground running.

“My dad cherished his days at Loyola. Itprovided him with a wonderful educationwhich he used for work and investing,”Ayala Berlyn says. “He did very well, includ-ing 2010. I don’t think he had any losses dur-ing the recession—only gains!”

“This momentous gift will have atremendous impact on the College ofBusiness for a long time,” says College ofBusiness Dean William Locander, Ph.D.“The creation of a fund this size puts Loyolain a top class of student-managed funds inthe country. Our students will have a uniqueopportunity to learn by investing, just as Mr.Ayala did.”

Christner agrees that having a $1 millioninvestment fund puts Loyola in elite companyamong other business schools. “Probably atmost, only five to ten percent of businessschools in the United States even have a stu-dent-managed invest-ment fund, and only afew have a fund thislarge,” he says. “Forour graduating stu-dents looking for a job,being able to go intoan interview and saythat they helped man-age a million dollarstock portfolio makesthem stand out.”

“A big advantage to having

the room is that students

can pull up current stock

information on individual

screens to prepare for class

discussions. It adds a real-

time aspect to the class.”

–Ron Christner, Ph.D.


8 Loyola Executive

The student response to the room has beenone of enthusiasm and appreciation. And whynot—they now have access to financial state-of-the-art educational resources including Stata, astatistical software program, available for financeand economic classes, and the Thomson Ruetersvideo wall that showcases stocks, including thosepurchased through Christner’s class. The impactthe room will have on students’ education andcareer plans is not lost on them as noted in theirthoughts included here:

Jay Mukherjee, senior finance/economicsdouble major, says: “The Carlos M. Ayala StockTrading Room has essentially become a secondhome to me. If I’m not at class or work, I’m in thetrading room. It’s a great place for business stu-dents to get work done and be around studentswith similar majors. The trading room gives theCoB a sense of professionalism, and shows thatthe school is interested in more than just learn-ing out of a book.”

Mukherjee says the best part about the roomis being surrounded by everything finance—sortof a finance Utopia. With TV monitors set toCNBC, he gets to keep an eye on market activi-ty throughout the day—including activity relatedto the student-run portfolio.

“I’m really glad the room was finished beforeI graduated. It has made my experience as afinance and economics major so much moreexciting,” adds Mukherjee.

Christner concurs. “A big advantage to hav-ing the room is that students can pull up currentstock information on individual screens to pre-pare for class discussions. It adds a real-timeaspect to the class.” He continues, “Students inthe investment-management class can go to var-ious brokerage firms’ websites, put in our accountnumber, and pull up account info. The interac-tion is much more dynamic. ”

Albert Clesi, junior accounting and financemajor, affirms that having access to such technol-

Finance Professor Ron Christner, Ph.D., and his class.


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ogy has its advantages. “In the short period oftime I’ve been utilizing the Carlos M. AyalaStock Trading Room, I have found my efficiencyin completing class projects has improved. Weare able to stay up-to-date on all the rapidlychanging market information. What a differ-ence!”

Dwight Davison, finance senior, is equally aspleased. “The aesthetics of the room reallymotive me and augment my interest in ourStudent Managed Investment Fund. It providesfor a much more interactive environment for theclass. And, as a computer lab, it is more con-ducive than other campus labs to completinghomework and class projects.”

This generous gift from Ayala allows the CoBto enhance the learning experiences of its stu-dents and is expected to ultimately serve as arecruitment tool for the college. The glow of thatelectronic ticker against the night sky will surelyattract many future finance majors for years tocome. We think Ayala would be pleased.

Features of the Carlos M. AyalaStock Trading Room

1. Robert J. Rathe, Sr., and Gustave H. Rathe, Jr.,Computer Laboratory

2. Twenty student workstations with dualmonitors (several dedicated to hostfinancial data terminals)

3. A Digital Media Presentation System andRoom Controller

4. Faculty podium and lectern housing:a. Computerb. Smart-podium interactive LCD monitorc. Laptop connectord. Digital document camerae. Blu-ray disc player and HDTV tuner

5. Two 80" Sharp LED LCD TVs6. Four 55" NEC LED backlit displays7. Double-sided Rise Stock Ticker displaysystem

8. Tannoy audio ceiling system9. Two laser printers

University President Kevin Wm. Wildes, S.J.,Ph.D., College of Business Dean WilliamLocander, Ph.D., and Finance Professor RonChristner, Ph.D., at the dedication of the CarlosM. Ayala Stock Trading Room.


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10 Loyola Executive

Stanford H. Rosenthal Professorship in Risk,Insurance, and Entrepreneurship

Mehmet Dicle, Ph.D., assistant professor offinance, felt honored when he received theStanford H. Rosenthal Professorship in Risk,Insurance, and Entrepreneurship.

“I feel that the things that I have done havebeen rewarded and I feel encouraged,” Dicle says.

Dicle teaches classes in Financial Managementand International Financial Management for under-graduates, and Advanced Financial Management forMBA students. He has been at Loyola for six years,

two of which he spent as a visiting professor beforebecoming a tenure track faculty member. He hasalready begun using his investiture to expand hisown research and students’ opportunities.

He has hired business students as research assis-tants and plans to purchase research specific data,which usually comes from the professor’s own budg-et. Three of his current research projects involvehis student research assistants.

“I’m working with one of my research assistantson a project for momentum and contrarian tradingstrategies on individual stocks based on their risklevels and based on their historic patterns,” Dicle

On January 29, 2013, four professors from the College of Business formally received investedprofessorships. For each professor, their respective investitures invoked different emotionalresponses, but all of their plans involve providing a better experience for business students. Theprofessors are all grateful to the donors who have made the professorships possible and plan onusing them to enhance their classes and their students’ experiences at Loyola.

Invested: Four Faculty Members A



says. “I’m also working with another student to seeif there’s anything that we can do with executives’share trading habits and stock performances. Wealso have a paper that’s under review that actuallylooks at the gold returns as a hedging instrument.”

Dicle researches on topics such as market effi-ciency and predicting market returns. He also doescollaborations with faculty members, such as JohnLevendis, Ph.D., another investiture recipient, andRon Christner, Ph.D.

“We’re currently working on the relationshipbetween the risk and market prediction, whetherthe risk could actually make the predictions lessreliable or more reliable,” Dicle says.

The Stanford H. Rosenthal Professorship in Risk,Insurance, and Entrepreneurship was established in1990 by the children of Stanford H. Rosenthal inhonor of their father, a long-time professor in Loyola’sCollege of Business. Contributions were made byStephen R. Rosenthal, Leslie R. Jacobs, the RosenthalAgency, and more than 130 other individuals.

Barry and Teresa LeBlanc Professorship inBusiness Ethics

Kendra Reed, Ph.D., associate professor of man-agement, was initially bewildered when she heard shewas receiving the Barry and Teresa LeBlancProfessorship in Business Ethics. Reed teaches class-es in Management and Organizational Behavior,Human Resource Management, Project Management,and Psychology and Management. This will be her firstsemester teaching Business Ethics, and she plans onusing her professorship to better prepare herself.

“I’m going to use the professorship to explore andstudy ethics in business, what the students need, how Ican best serve them in teaching so that they can be

better prepared than I was to face the challenges they’llface in their life and in business,” Reed says.

Reed wants her students to have the best possiblefoundation in business ethics so that when they comeupon moral quandaries they know how to deal with them.

“What I really want students to do is decon-struct who they are right now, what they thinkabout ethics, and what they think about business, toget to a point of confusion and chaos. While in thisfluid state and with new knowledge and insight,they can begin to reconstruct how they look at andrespond in ethical situations,” Reed says.

“I’d like them to build their moral reasoning on ahouse of rock because it’s really tough out there andI’ve experienced it,” Reed adds. “They’re going to gettossed about in the storms and they’re going to fall, andif you fall on a house of rock it hurts but they’re goingto get up with their bumps and bruises and, with a solidfoundation of moral reasoning, they can stand up withpride and integrity to face the next situation.”

Barry, M.B.A. ’82, and Teresa, M.B.A. ’82,LeBlanc, the founders of the professorship, were ecstat-ic when they found out Reed would be the recipient.

“I think Kendra is the perfect type of professorthat’s going to take advantage of the funding of thisand instill some of these values in her students, sowe’re really happy,” Barry LeBlanc says.

The LeBlancs received their MBAs fromLoyola, and business ethics stuck with them, whichwas why they decided to establish a professorshipwith business ethics as the main focus.

“One of the things we hope comes out of this forbusiness students at Loyola is that they can learn thattoday businesses are expected to identify their respon-sibilities to more than just shareholders, and in the pastit was about growing business, sales, and profits,”LeBlanc says. “Today there are business responsibilities

Accept New Professorships


12 Loyola Executive

for fair treatment of employees, suppliers, cus-tomers, and the whole community.”

Reed recalls the day of the investiture and howall four professors were so proud of each other.

“We were as equally proud of each other as our-selves, and I think it showed when we got up there,”Reed says. “It was not only about me, but moreimportantly, feeling the synergy of the wonderfulpeople surrounding me and knowing they all are notonly great scholars but amazing people as well.”

Dr. John V. Connor Professorship in Economicsand Finance

John Levendis ’97, Ph.D., associate professor ofeconomics, received the Dr. John V. ConnorProfessorship in Economics and Finance. He teach-es Econometrics, History of Economic Thought,Economical Development, and this semester, he isteaching Mathematical Economics, an interdiscipli-nary class. Having taught at Loyola since 2005, hewas pleased that he was awarded this professorship.

“It was humbling and gratifying, but humblingmore than anything,” Levendis says.

Some professors in academia feel compelled to staywithin their niche and avoid interdisciplinary work.Currently, Levendis has been veering from pure eco-nomics to financial economics. He feels that the pro-fessorship he received reflects this new direction, espe-cially since it is oftentimes risky for professors.

“Here’s a professorship that was specifically creat-ed to promote this kind of interdisciplinary work, so itwas nice to be rewarded for such a risk rather than tobe criticized for taking that risk,” Levendis says.

The first purchases Levendis made with hisinvestiture were a jar and some marbles. He wanted toshow his students an experiment involving the wisdomof crowds, during which the students guessed howmany marbles were in the jar. Their individual guesseswere aggregated and an average was taken that was sur-prisingly close to the actual number. This was to showthat the consensus of a group can be used as an indica-

tor for economists. The purpose of the experiment wasto simulate the market for a financial asset, where eachparticipant has a slightly different opinion of its worth.The average opinion is surprisingly close to the actualnumber, showing how markets might usefully summa-rize the populace’s varying opinions. Moreover, stu-dents see that the highest bidder usually overestimatesits value, in what is called the “Winners Curse.”

“It’s one thing for me to just tell students thatthey’ve run these experiments, and it was anotherthing for me to actually go and put the jar full of mar-bles out there and have them try it,” Levendis says.

He typically has at least half a dozen researchprojects going at one time, but currently Levendis islooking at the relationship between the value of thedollar and the value of U.S. stocks to see whetherthe economy is driving the financial markets or thefinancial markets are driving the economy.

“I like to hop around a lot in my research,”Levendis says. “If I have questions, I want to look upthe answers. If no one has definitive answers, then Istart researching it and creating my own statisticalresearch on the matter until my curiosity is satisfied.”

The Dr. John V. Connor Professorship inEconomics and Finance was established in honor of Dr.John V. Connor, the founding dean of Loyola’s Collegeof Business. The Connor professorship fund was begunin 2004 with a sizable contribution from an anony-mous donor, and a committee of generous alumniraised the remaining funds necessary to permanentlyendow this professorship. More than 40 alumni andfriends—including Arthur Hayes, Roland Hymel, andthe ExxonMobil Corporation—contributed to thisprofessorship in honor of Connor.

William Barnett Professorship in FreeEnterprise Studies

Daniel D’Amico ’04, Ph.D., assistant professor ofeconomics, was excited upon hearing that he wasreceiving the William Barnett Professorship in FreeEnterprise Studies.



“If you had told me when I was an undergraduate studying underBill Barnett, that I would one day hold this professorship, I neverwould have believed it,” D’Amico says.

D’Amico is also pleased that he received the investiture early inhis career, “because you get to put those funds to good use and reallyhelp our department and our students,” D’Amico says.

D’Amico attended Loyola from 2000 to 2004 and initially want-ed to major in international business or marketing.

“I started taking economics classes and it seemed like that waswhere the action was. There were debates and conflicts and moreadvanced theories.”

For many business majors, taking classes with Professor Barnett isa rite of passage.

“He’s a wealth of knowledge and his standards are very high,”D’Amico says. “It’s a format of a class that requires students to takeresponsibility for their own reading and their own attention and theirown learning.”

D’Amico tries to employ Barnett’s manner of teaching in his ownMicroeconomics and Macroeconomics classes and encourages stu-dents to explore topics that interest them since the body of knowl-edge in any field is overwhelmingly vast.

He plans to use his investiture to attend conferences and isarranging to conduct field study in South Africa on the role of pri-vate security in the continent’s market economy. If he is able to go,he also plans to launch an online learning module for business stu-dents which would simulate the field research experience.

“Ideally we would be in the field doing ground level interviewsand archival research and then debriefing via Skype and the onlinematerials and sharing pdfs online and having a network of both stu-dents and similar faculty to constantly give feedback and interactionon the project,” D’Amico says.

The experience would also benefit his current book project which isa comparative history about case studies in stateless environments. Hisfield work would be an original complement of research, whereas thebook is predominantly focused on surveying other existing research.

The William Barnett Professorship in Free Enterprise Studies wasestablished through lead gifts from Eric Eckholdt, David Ingles, andMari Vasan in honor of their former professor, Dr. William Barnett.Additional significant gifts were also received from Richard Barnett, onbehalf of the Barnett family, Matt Gaston, Robert LeBlanc, GoldmanSachs, and approximately 40 other individuals and corporations.Barnett has been a professor of economics at Loyola since 1974.

College of Business EndowedProfessorships• William Barnett Professorship in Free

Enterprise Studies –Daniel D’Amico, Ph.D.

• Chase/Francis C. Doyle DistinguishedProfessorship – Mike Pearson, Ph.D.

• Chase Distinguished Professorship ofInternational Business –Bill Barnett, Ph.D.

• Chase Minority EntrepreneurshipDistinguished Professorship #2 –Brett Matherne, Ph.D.

• Dr. John V. Connor Professorship inEconomics and Finance –John Levendis, Ph.D.

• Dean Henry J. Engler, Jr., DistinguishedProfessorship in Management –Wing Fok, Ph.D.

• Merl M. Huntsinger DistinguishedProfessorship in Investments andFinance – Ron Christner, Ph.D.

• Barry and Teresa LeBlanc DistinguishedProfessorship of Business Ethics –Kendra Reed, Ph.D.

• Stanford H. Rosenthal Professorship inRisk, Insurance, and Entrepreneurship –Mehmet Dicle, Ph.D.

College of Business EndowedChairs• Gerald N. Gaston Eminent Chair in

International Business –Len Treviño, Ph.D.

• Harold E. Wirth Eminent Scholar Chairin Economics – Walter Block, Ph.D.

• Hilton/Baldridge Eminent Scholar Chairin Business – Jerry R. Goolsby, Ph.D.

• Legendre-Soulé Chair in BusinessEthics – Nicholas Capaldi, Ph.D.

• Jack and Veda Reynolds Endowed Chairin International Business –Jeffrey A. Krug, Ph.D.


14 Loyola Executive

Remaking Loyola’sMBA Education

The critiques of traditional MBA education come weekly, with virtually every business publication questioningthe lack of marketable skills of recent graduates. The Financial Times in a recent article summarized: “The MBAas most commonly taught today is outdated, and does not provide its students with the skills and mindset thatis required to succeed in business today, let alone tomorrow.” The challenges are undeniable, as manycorporations have discontinued tuition reimbursement programs and many graduates are either unemployed orgrossly underemployed.

Loyola began a methodical reinvention of the MBA Program three years ago, and those changes are reapinghuge dividends. The complement of changes will roll out this fall semester with implementation of the fullyupdated curriculum. The major components of these changes follow.

Sean Spansel, M.B.A. ’12Trader in Development, Shell, Houston

Ife Bancole, M.B.A. ’12 IT and Project Manager, General Motors, Detroit

Suzanne Sainato, M.B.A. ’12VP and Chief Compliance Office, Symetra Life InsuranceCompany, Seattle

Seth Sandor, M.B.A. ’13Bancware Interest Rate Risk Management Project Lead,GE Capital Treasury, Van Buren Township

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• Integrated Horizontal CurriculumTraditional MBA classes were taught by functional

experts in their field of study, and those professorsseldom, if ever, collaborate with other professors.Today, Loyola MBA faculty members work closelytogether to ensure that coursework links acrossseveral classes. Instead of teaching marketingmanagement as an independent course, it is nowtaught with the perspective of looking at how anorganization’s focus on customers touches all aspectsof the organization, including strategy, humanresources, operations, customer service, productdesign, and so forth.

• External Certifications As the value of the MBA decreases, the value of

certifications by professional organizations isincreasing, because professional certifications arebased on objective uncompromised internationalstandards. Our MBA students are now able to getcertifications in quality from the American Societyfor Quality and the Project Management Institute.In addition, our students are trained in the MalcolmBaldrige National Quality Award Criteria, and inaddition to assessing and scoring organizations on thecriteria, several students have written sections ofapplications and served as examiners. Baldrige-basedknowledge puts graduates in a position to be recruitedby some of the highest performing organizations inthe country. In addition, our students are competingagainst students from some of the most prestigiousuniversities in entrepreneurship and case studycompetitions. The Loyola MBA Program is proud toassess the preparation of our professional graduatesagainst the highest standards.

• Raising Admissions Standards andIncreasing Rigor The value of MBA degrees has plummeted

internationally because of two overriding factors:

1.) easy access to virtually anyone, and, 2.) loweredstandards. Today, more than 250,000 students areenrolled in MBA programs, with at least 100,000degrees conferred each year. As MBA programs openin strip malls and online through virtual programs,the competition for students has become intense,leading to a lowering of standards. A race to thebottom has led many programs to promote the lack ofrigor and ease of access. Some degrees can beobtained in 12 months with no written assignments.Loyola has gone against this trend by increasingenrollment standards and ramping up rigor. Ouraverage GMAT score has risen to 563, and only aboutone-third of the applicants begin the program. Awriting tutor has been hired to increase the writingproficiency of students, and virtually every class hasan extensive writing assignment. The program usesseveral professional experts, mixed with ourresidential faculty members, to teach classes requiringapplications experience.

The revisions to the program are showing fruits.Graduates are being gainfully employed in aprofessional job after completing the program, insharp contrast to 75% employment rates being postedat some of the most prestigious schools. Loyolagraduates are being recruited nationwide. In the lasttwo years, graduates have secured jobs in Seattle,Detroit, Houston, and Charlotte, among other cities,in some of the country’s top companies. Thesecompanies are asking for more of our graduates as thereputation develops.

A new day has arisen in the MBA Program. Thefaculty members of the program have worked veryhard to reformat and ramp up the content of theclasses. These efforts are paying off in the lives of ourstudents. Alumni should know that the integrity ofthe Loyola MBA will be protected and enhanced,and we will not yield to the temptation to go the wayof most other programs.


16 Loyola Executive

The First-Year Seminar (FYS) courses offeredby Loyola are considered the gateway courses toLoyola’s Common Curriculum, introducingstudents to academic inquiry and teaching themto think and learn as college students.

Melanie McKay, Ph.D., director of the FYSprogram, adds: “The First-Year Seminars helpstudents get excited about learning. They’redesigned around contemporary topics that first-year students can connect with. They involveout-of-class experiences so students can applywhat they’re studying to real-world situations.And they give students a solid introduction to a

Jesuit education because they demand rigorouscritical thinking and serious exploration of values.Every semester, students tell us that the seminarshave made them think in new ways, opened theireyes to issues they had never considered, andstimulated their desire to learn. These are thethings a liberal arts education is all about.”

Two College of Business faculty members,Frankie Weinberg, Ph.D., and NicholasCapaldi, Ph.D., each conduct First-YearSeminars, thoughtfully weaving businessconcepts along with the goals of the FYSprogram.

Professors Engage Students Through

Frankie Weinberg, Ph.D., and his Dishing it Up seminar students meet with the co-owner ofLa Cocinita food truck, Rachel Billow.

First-Year Seminars



h First-Year Seminar Courses

Frankie Weinberg, Ph.D., in his seminar,aptly titled Dishing it Up, serves to introducestudents to college-level thinking and learningin an experiential manner, while supportingLoyola’s Jesuit tradition of “thinking critically”and “acting justly.” His class centers on theconcept and practices of Corporate SocialResponsibility (CSR) of various New Orleans-area organizations as they strive to meet theneeds of community. With New Orleansknown for such a rich culture that often focuseson food and eating as a way of life in the BigEasy, Weinberg utilizes the city’s food serviceindustry as the backdrop of study for his First-

Year Seminar.“The food service industry

has a huge influence in NewOrleans, and throughouthistory, food has always been

strongly associated with communities andculture,” Weinberg points out.

Students in the course study variousorganizational structures found in the NewOrleans food service industry and explore howthose organizations meet the needs of the NewOrleans community. “I start the class by leadingdiscussions on business topics such as definingcommunity, types of organizational structure,and stakeholders—really allowing the studentsto employ their critical thinking skills as theybegin to understand these concepts.”

Weinberg continues, “I chose four foodservice organizations with very differentorganizational structures, so that students could

Dishing it Up

Class site visits:• The New Orleans FoodCo-op

• La Cocinita Food Truck• The Hollygrove Marketand Farm

• Whole Foods Market

ExecSp13_16_19_128_loyolaSpring_10_17 3/13/13 4:06 PM Page 3

18 Loyola Executive

get a solid understanding of the multiplicity ofstructures that are found in business.”

The organizations included: 1.) The NewOrleans Food Co-op, owned by its 1,000members who provided the start-up capital,was by far the most different structure

students studied. 2.) LaCocinita, a food truckbusiness, exemplified apartnership structure.Co-owner Rachel Billowalso shared herexperiences of workingwith local governmentto update the lawsgoverning the foodtruck industry in orderto better grow theindustry and betterserve the localcommunity. 3.) TheHollygrove Market andFarm, a collaborative

structure that includes an urban farm, a producemarket, and community growing space in the

heart of New Orleans. 4.) Students looked atWhole Foods Market and their desire andability to balance social goals with a history oftremendous growth and profitability—a largeconglomerate doing good.

At each site visit, students learned about theorganizations’ structure and communityengagement. Students worked together in smallteams to develop questions to ask of theorganization’s members during the site visit,adding to the experiential nature of the course.In addition to various assignments studentscompleted during the semester, each wasrequired to write a research paper in which theyidentify a community need and develop a meansby which the New Orleans food service industrycould meet that need, again, requiring them tofurther exercise their critical thinking skills.

Through course evaluations, students haveexpressed they gained great insight from the on-site visits and appreciated getting so much-hands on experience in business their firstsemester, while at the same time, gainingexposure to the many social issues the NewOrleans community faces.

La Cocinita food truck co-owners discuss aspects of their business with students during anon-campus visit.

“I start the class by leading

discussions on business

topics such as defining

community, types of

organizational structure, and

stakeholders—really

allowing the students to

employ their critical thinking

skills as they begin to

understand these concepts.”

–Frankie Weinberg, Ph.D.



Nicholas Capaldi, Ph.D.,Legendre-Soulé DistinguishedChair in Business Ethics, professorof management, and director ofthe Center for Spiritual Capital,offers a course titled SpiritualCapital. Capaldi designs his course tointroduce students to: (a) the concept ofspiritual capital; (b) specifically the content ofJudeo-Christian spiritual capital; (c) the role ofsuch spiritual capital in American history andculture, most especially its influence on politicsand economics; and (d) the tension betweenliberty and equality in that capital.“Religion has been a defining feature in

organizations and institutions. Most collegestudents don’t realize that. I use this class as anopportunity to introduce the topic to Loyolastudents. But it’s not just that. I teach the course asa seminar, introducing the idea of the ethics ofintellectual conversation. I believe there is aspecial kind of learning that takes place when oneis involved in continuous conversation on atopic,” notes Capaldi. In his class, students mustlearn how to civilly agree and disagree as theyparticipate in the discussion. Capaldi goes on to say, “College is a place

where we all come together to learn from eachother. Even if one’s mind isn’t changed, we comeaway with a deeper understanding of others’viewpoints. Part of the goal of my seminar is togive students a sense of an intellectual community.Of course some students are more shy than othersand may be reticent to join in the ongoingconversation.” And, Capaldi says that’s okay as

those students are still getting to experience thegive and take that goes on in these conversations.“It’s not just about what the instructor says asbeing the last word on the subject. Rather, I hopemy students are gaining an understanding of whatit means to have civil discourse that has been lostin academia and beyond.”Students taking Capaldi’s First-Year Seminar

can expect to understand the big picture ofspiritual capital that can serve to guide themthrough all of theirremaining college courses.They will be better able tograsp the two majornarratives of Americanhistory, identify the tensionbetween those narratives,and recognize the ongoingexpressions of that tensionupon the completion of thecourse. The college’s FYS

offerings allow studentsfrom across disciplines toparticipate in courses thatprovide for greaterunderstanding of howbusiness, as a discipline, incorporates Jesuitideals and values.

Nicholas Capaldi, Ph.D., in hisSpiritual Capital seminar,

introduces the idea of the ethics ofintellectual conversation.

“College is a place where we

all come together to learn

from each other. Even if

one’s mind isn’t changed, we

come away with a deeper

understanding of others’

viewpoints. Part of the goal

of my seminar is to give

students a sense of an

intellectual community.”

–Nicholas Capaldi, Ph.D.

Spiritual Capital


20 Loyola Executive

passed away November 14, 2012, after fighting along and courageous battle with cancer. Yao, whojoined the CoB faculty in 2007, served as the Fr.Joseph A. Butt, S.J., Distinguished Professor inAccounting (Emeritus) and was a Marquette Faculty

Fellow.Born in Hong

Kong, Yao had adoptedMelbourne, Australia,as his hometown beforecoming to New Orleans.He brought more than20 years of corporateexperience to the CoBaccounting departmenthaving worked for firmssuch as Hewlett-Packard, IBM, theCommonwealth ofAustralia, and Arthur

Anderson. As an academician, Yao had publishedfour books and 28 articles in premier national andinternational journals.

Yao’s research focused on three main areas:corporate governance and how earningsmanagement and cash flow manipulation affectedvarious capital market reactions; informationtechnology investment and how it could increasefirm value and improve productivity (with particularfocus on the productivity paradox phenomena); andforensic accounting, specifically how differentmethods of fraud detection could lead to certainlegal outcomes and minimize potential legal costs incomplex legal procedures.

All three streams of Yao’s research had practical

implications, and all involved howto improve firm value. He appliedmany of his research findings toconsulting work in assisting majormultinational organizations toimprove certain characteristics oftheir operations, therebyminimizing risks of value reductionor improving firm value. His lastco-authored article, “Improvingethics education in accounting:Lessons from medicine and law,”was published in Issues inAccounting Education in 2012.

But it isn’t just Yao’s scholarlywork that people remember.Professor Nick Capaldi, Ph.D.,one of his colleagues, spoke to hissense of collegiality.

“Collegiality means being united in a commonpurpose and respecting each other’s very differentabilities to work toward that purpose. In mostuniversity settings, there are many colleagues butlittle collegiality. Lee Yao embodied collegiality. Irecall in particular a conference he organized inChina, the bureaucratic obstacles and corruption hehad to overcome for the conference even to takeplace and not be cancelled, the way in which heencouraged each participant to find theirappropriate niche in the program, and his respect forthe intellectual status of the participants. In the end,he created a community of peers.”

Another CoB colleague, Wing Fok, Ph.D.,remembers Yao’s determination in ensuring hisstudents had a sense of global understanding that

College of Business Accounting Professor Lee J. Yao, Ph.D.,passed away November 14, 2012, after fighting along and courageous battle with cancer. Yao, whojoined the CoB faculty in 2007, served as the Fr.Joseph A. Butt, S.J., Distinguished Professor inAccounting (Emeritus) and was a Marquette

Faculty Fellow.



would make them better business people.“When it came to international education, Lee

embraced the importance of learning by totalimmersion. His ability to use every opportunity toeducate his students impressed me immensely. I wasfortunate to have him as a colleague on our manyjourneys with students in China. My favoriterecollection is when he would take our students tothe busiest part of Beijing and ask them to bargainwith the street vendors. Imagine how nerve-wracking the experience could be to anybody in aforeign country without the language capability. Leeinsisted that learning how to bargain at the streetcorner would develop the students’ ability to openthemselves up when dealing with people from atotally different culture, as well as sharpening their

negotiation skills. That, to me, is learning by totalimmersion. In case you are wondering: At the end ofthe day, nobody could beat Lee in the ‘Art ofBargaining,’ of course.”

CoB students felt the loss as well. “I miss ProfessorYao,” says recent accounting grad Kevin Tran. “Ireminisce about the moments he shared with us inclass about stories of his life in Sydney andMinnesota. Professor Yao always helped mewhenever I had a question and went out of his wayto assist me. He was a reputable teacher, and a kindand gentle man. May we honor his memory and carryout our lives with the knowledge gained from himwhile helping others along the way.”

Yao’s hobbies included playing golf and flying. Heis survived by his wife, Michelle, and two children.


22 Loyola Executive

CoB faculty members long ago realized thesignificance of an internship to students’ careerdevelopment and marketability, requiring allCoB students to complete one, three-hour creditinternship. Through the Portfolio Program,students find assistance with internship searches,how to interview for the internship, and tips on

how to make the most of theexperience.As important as CoB

students finding a meaningfulinternship that fits their careeraspirations is the supervisor’sassessment of the intern’swork. “With more than 120students interning annually,individual site visits are notpossible. Thus, it is importantto have a measurement inplace that allows for collection

of feedback from site supervisors as to theperformance of CoB interns,” says Kathy

Barnett, Ph.D., director of the CoB

Internship Program.The Internship Supervisor Evaluation tool

currently in place was designed by Nate Straight,M.B.A. ’08, assessment coordinator for theCollege of Business. The evaluation askssupervisors to assess interns on eight differentfactors: 1.) Ability and Willingness to Learn; 2.)Business Etiquette and Basic Work Habits; 3.)Critical Thinking and Problem-Solving; 4.)Dependability and Character Attributes; 5.)Effective Written and Oral CommunicationSkills; 6.) Professional and Career DevelopmentSkills; 7.) Organizational Knowledge and Skills;and 8.) Interpersonal and Teamwork Skills. Eachfactor consists of five statements that aredescriptive of the factor being evaluated andsupervisors are asked to evaluate the intern on all40 statements, using a scale of 1 – 5. CoB students score consistently high on

evaluations with the average on each of the eightfactors at 4.5 or higher on a 5-point scale.Student interns scored a 4.72 on OrganizationalKnowledge and Skills, followed by a 4.69 inBusiness Etiquette and a 4.68 in Interpersonaland Teamwork Skills.

Supervisors are also asked to givean overall score of the

i n t e r n s ’

Through the PortfolioProgram, students

find assistance withinternship searches,how to interview forthe internship, and

tips on how to makethe most of the

experience.

Students Receive High Marks o


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Sampling of Where CoB Students Interned in 2012AIG Asset ManagementAndres RestaurantArt Lithocraft Co.Banco Lafise BancentroBanco Santander MexicoBesselman & AssociatesBeta Capital Mgnt, L.P.Biscayne CapitalBombo Sports &Entertainment

Brewer Oil CompanyCarr Riggs & Ingram,L.L.C.

CASA Jefferson ParishCE Zuercher and Co.Centracasa S.A.China SecuritiesCity of New OrleansDetails AccessoriesGallery

DW Rhodes FuneralHome

EA ConsultantsEHS Corporation Ellsworth CorporationEntergyEnterprise Rent-a-CarErnst & YoungExempla LutheranMedical Center

Farm Bureau InsuranceCo.

Fashion WeekNew Orleans

First Line SchoolsFit CampGG ProjectsGood Work NetworkGreater New Orleans,Inc.

Greenville FinancialGroup, L.L.C.

GSR Andrade Architects,Inc.

Gulf Marine andIndustrial Supplies

Hotel ModernHumane SocietyVeterinary MedicalAssociation

Integrated LogisticalSupport, Inc., ILSI

Jacques-Imo’s CaféJambalaya New LouisianaJPMorganKirtland RecordsKPMG, L.L.P.Lagniappe SystemsConsulting

Life is Good CompanyLifestyle RevolutionGroup

Live Nation St. LouisLoyola Office of ServiceLearning

Loyola IA Marketing andCommunications

Loyola Office ofCo-CurricularPrograms

Loyola Student Media—The Maroon

LSBDCMCC Metal ConstructionCo.

Mediterraneo EgyptMerrill LynchMission Viejo CountryClub

Morgan KeeganNew Orleans Councilon Aging

New Orleans Museumof Art

New Orleans SaintsNew Orleans ZephyrsNorthwestern MutualOchsner Hospital

Olivers Creole RestaurantOMNI Wholesale, L.L.C.Pan-American LifeInsurance Group

Pickwick ClubPort of New OrleansPostlewaite & NettervillePunctual Abstract Co. Recovery School DistrictRuffino’s ItalianRestaurant

Sacramento River CatsSilva Gurtner & AbneySMG Superdome, N.O.Arena, and ChampionSquare

South Coast Angel FundSpecial TicketState Farm InsuranceSterne Agee & Leach,Inc.

Syrup LBITales of the CocktailTC SportsTouch Studio Tulane Medical CenterTurkelUBS Financial Services,Inc.

United States DistrictCourt

Urban League CollegeTrack

Vietnamese AmericanYoung Leaders(VAYLA)

Warner/Chappell MusicWhere Y’at MagazineWhitney BankWorld Trade CenterNew Orleans

ZehnderCommunications, Inc.

performance, if they wouldsupervise the intern again, andif they would hire the intern ifthey had a position available.The results for those questionsare all extremely positive.Finally, the assessment toolincludes space for supervisors toadd additional comments—oftentimes the most helpfulfeedback for the student as itprovides a more detailed level offeedback. Most supervisors findthat students need to gain moreconfidence in their own abilitiesbut recognize that this will comewith experience.

“We are pleased to see ourstudents doing so well in theirinternship work experiencesespecially considering so many areinterning in high visibility sites,”says Barnett. The internshipremains a valuable tool forstudents and employers alike.CoB students recognize the valueof interning with many nowpursuing two or more internshipswhile at Loyola in order toenhance their knowledge andlevel of marketability. Ourstudent interns are greatambassadors for the College ofBusiness and we are pleased to seeso many proactive in securinginternships.

on Internship Performance Factors


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24 Loyola Executive

College life can be an amazing experience for many. It often provides that first taste of independence,

experiences that offer new insights into life in general, and the formation of friendships that last a lifetime. And then

comes that day when a student must leave all that behind—graduation. This is the point where college graduates

begin to discover how those years of academic preparation and college experiences pay off in life beyond Loyola.

We thought we would check in on a few CoB May 2012 graduates and see how they are doing and what they

have found the transition from full-time student to full-time employee to be like. We talked to three former students:

Christine Alexis ’12, marketing graduate with a minor in Spanish and now media coordinator with Zehnder

Communications in New Orleans; Dylan Kremer ’12, finance graduate/accounting minor, working in Chicago as a

private banking analyst for JPMorgan; and Kayla Butler ’12, economics graduate employed as a management

development professional at the Federal Reserve Bank of Dallas.

Following are their answers to our interview.

Transitioning from Student Life tothe Real World:What Three RecentGrads Have to Say


1. What has been the best part about transitioningfrom student life to full-time employee?

Alexis: Free time! I have a lot more free time now.During college I was used to going to class thengoing home to study, but when you work a full-timejob, once you’re off, you’re off. As a result, I havemore time to dedicate to my hobbies and passionsand have even opened my own business.

Kremer: The best part about the transition frombeing a student to a full-time employee is havingthe freedom to do what I want.

Butler: I get to put many of the things I learned inthe classroom into practice, while getting paid to doso! I have also been able to continue leading andserving in the community which has been verymeaningful to mydevelopment.

2. What do you missmost about being astudent, if anything?And what do youmiss most aboutLoyola andNew Orleans?

Alexis: Well, I used to dread having a 9:30 class because itseemed so early, but now I have to be at work for 8:30. I reallymiss (and appreciate) those 9:30 classes. The one thing that Imiss most about Loyola is my professors. All of them knew me byname and they were easily approachable. When you have a jobat a company with a lot of employees, it’s hard for everybody toget to know you on a personal level.

Kremer: The thing I miss most about being a student is the freetime you get during the day. The breaks in between classesallowed me to get organized and accomplish certain tasks for the


Christine Alexis ’12Marketing Graduate with a Minorin Spanish

Media Coordinator,Zehnder CommunicationsNew Orleans, Louisiana


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26 Loyola Executive

day. I miss Loyola because I miss being around my friends and teammates. Every day I wasaround my best friends whether it was playing basketball (for Loyola) or in class, and that issomething you cannot replace.

Butler: I miss everything about being a student. To name a few things, I miss classroominteraction with friends and professors, flexible class schedules, being involved in studentorganizations, and mainly the freedom of college life. The things I miss most about Loyola andNew Orleans include hanging out on the quad after class, snowballs, Fridays at the OR, parades,

and the list goes on and on.

3. What courses at Loyola best prepared you for what you aredoing now?

Alexis: Definitely Business Statistics, Management andOrganizational Behavior, and Business Communications. I havenever written so many memos in my life since I started workingfull-time, and I am thankful to Dr. Michelle Johnston forpreparing me for the task. Also, New Venture Funding,International Marketing, and Spanish with Dr. Josefa Salmon.

Kremer: Three main courses that prepared me well for mycurrent position were Investments, Derivatives, and AdvancedFinancial Management. Dr. Ron Christner and Dr. MehmetDicle were both outstanding professors and were instrumental ingetting me more interested in finance. I believe any otherfinance student can vouch for that as well.

Butler: In a unique way, all of my classes prepared me for mycurrent career. I say this because the foundation of any solidcareer would be good writing and communication skills. I hadto exercise and perfect these skills in every class I took at

Loyola. Specifically, I have really benefitted from Business Communications and myLeadership Course because I have to prepare many forms of written communication and dopresentations in my position.

4. What do you enjoy most about your new career?

Alexis: At Zehnder, I am fortunate to get to work with a variety of great clients includingSazerac, US Radiosurgery, and Superior Honda, among others. Working on something differentevery day keeps things from getting too routine. It makes my days and my work very interesting.

Dylan Kremer ’12Finance Graduate/Accounting

MinorPrivate Banking Analyst,JPMorganChicago, Illinois

’



Kremer: At JPMorgan, I am surrounded by some of the brightest minds in the industry, andevery day I am constantly learning from those people. Working at JPMorgan has allowed me toexpand my financial knowledge by getting involved with projects in an assortment of differentareas within finance.

Butler:As a management development professional with the Federal Reserve, I enjoy the fact that Iam in many ways still a student. I rotate into new departments every six months, and in that time, Ihave to learn all I can and be prepared to move on. I also enjoy having great management andmentors that are committed to developing me into a better leader.

5. What advice do you have for CoB graduating seniors?

Alexis: INTERN! A lot of graduates are surprised how hard it isto get a job after graduation, but most companies won’t evenlook at you unless you have at least one really good internship. Iwas fortunate enough to intern at Peter A. Mayer Advertisingand that opened a lot of doors for me. I was very proactive inseeking out internship opportunities, completing threeinternships while I was at Loyola.

Additionally, I didn’t realize until post grad, but a lot ofmarketing jobs require knowledge of PhotoShop and InDesign. Iwould highly recommend taking a few graphic design classes.

Finally, in regards to starting a business or pursing a non-traditional post grad route—take the risk! Loyola has prepared usfor this! It’s amazing how many of my peers have started theirown businesses after graduation with the support of the Loyolaalumni and faculty members.

Kremer: Start your network early; utilize the people you knowand always grow your network. The best thing I did for my career was connecting with mybusiness mentor freshman year. He played a vital role in helping me pursue my career and alsobecame like family. You never know who you are going to meet and what that person has instore for you, so pursue everyone as if they can change your life.

Butler: Learn all that you can, but don’t rush the process. Being in college is a great time of self-discovery. When you begin your career, you have to start building your brand using everythingyou learned in the classroom and about yourself. Without a doubt, you will soon realize thatyour time spent in college were the best years of your life!

Kayla Butler ’12Economics GraduateManagement DevelopmentProfessional, Federal ReserveBank of DallasDallas, Texas


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28 Loyola Executive

CoB FallPicnic

Dean Locander holds court while CoB students chow down.

Dr. Levendis, Megan Bourg, and Dr. Johnston are actuallyalways dressed like this.

Dr. Bill Barnett was in charge of food qualitycontrol for the picnic.



When he’s not starting for the Saints, ProfessorChristopher Screen grills.

Happy CoB students enjoying the picnic.

Dr. Felipe Massa, Professor Ashley Francis, and Valerie Alombro work the food line.

CoB SuperheroChris Graugnard

can leap overMiller Hall in asingle bound.


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30 Loyola Executive

The Center for Spiritual Capital andLoyola College of Business Host Deans’ C

Colloquium participants were engaged in discussions throughout the five-day event.

Ignasi Carreras, ESADE; CoB guest Jeff Hoffman;Gilberto Cely, S.J., Javeriana University

Turney Stevens, Jr., Lipscomb University; EllenHarshman, St. Louis University; Nicholas Capaldi,Loyola University New Orleans


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In addition to the Super Bowl and Mardi Gras takingplace in New Orleans in the month of February, theCenter for Spiritual Capital and CoB hosted its ownmilestone event—the ABIS-Loyola Deans’ Colloquium2013. The conference, titled “Aligning Institutional(Faith-Based) Values/Strategy with ManagementEducation Frameworks in the 21st Century,” was athree-day invitation-only event, hosted in conjunctionwith the Academy of Business in Society (ABIS), andheld at the Hilton Hotel Riverside, February 28 – March 2.

The purpose of the conference was to bring together20 – 30 deans and a few others to discuss aligning faith-based business school programs both in the U.S. and inEurope. Designed to encourage the exploration of ideasthrough informal, yet serious, discussion, the focus of theconference was on five major issues faced by faith-basedbusiness school programs: global trends, emerging models,strategy, organizational capabilities, and capacity building.

The essence and success of the conferenceaccording to Nicholas Capaldi, Ph.D., Legendre-SouléDistinguished Chair in Business Ethics, professor ofmanagement, and director of the Center for SpiritualCapital, lay in civil discourse cultivated in anatmosphere of learned fellowship shared amongcolleagues. Accordingly, each conference participantwas alerted beforehand that he or she was expected toattend all sessions, receptions, and group meals.

CoB Dean William Locander, Ph.D., says that “theattendees hold significant positions in their universities sothat they will be heard on the topic of aligning faith-basedvalues with their business programs on their campuses.The conference was the first of its kind, and we at LoyolaUniversity New Orleans hope to keep the dialogue on thisimportant topic alive at future conferences.”

Partial List of Conference Attendees:

Dean Paolo Bidinost, Ph.D.; UniversidadeCatolica de Sedes Sapientiae, Peru

Dr. Nicholas Capaldi; Loyola UniversityNew Orleans

Prof. Ignasi Carreras; ESADE Business School

Dr. Gerald Cavanagh, S.J.; University ofDetroit Mercy

Dean James Dorris, Ph.D.; Regis UniversityCollege for Professional Studies

Dean Donald E. Gibson, Ph.D.; FairfieldUniversity

Dean Sandra L. Gill, Ph.D.; BenedictineUniversity

Exec. Dean Charles Phillip Harris, Ph.D.;University of Chester, Chester BusinessSchool

Dean Ellen Harshman, Ph.D., J.D.; Saint LouisUniversity

Dr. Jim Joseph; Le Moyne College

Dean Linda A. Livingstone, Ph.D.; PepperdineUniversity

Dean William Locander, Ph.D.; Loyola UniversityNew Orleans

Dean Tomislav Mandakovic, Ph.D.;Barry University

Dean Terry S. Maness, D.B.A.; Baylor University

Interim Dean Rev. David McCallum, S.J., Ed.D.;Le Moyne College

Dr. Mollie Painter; EABIS, Academic Director

Dean Robert F. Scherer, Ph.D., SPHR;University of Dallas

Dean Turney Stevens, Ph.D.; LipscombUniversity

Assoc. Dean Ross E. Stewart, Ph.D.; SeattlePacific University

Assoc. Dean Michael Thompson, Ph.D.; BrighamYoung University

Dean Anita Underwood, Ph.D.; Nyack College

Dean Ray Whittington, Ph.D.; DePaul University

Dean Chuck Williams, Ph.D.; Butler University

Colloquium


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OFFICE OF MARKETING AND COMMUNICATIONS7214 St. Charles AvenueCampus Box 909New Orleans, LA 70118-3538

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PAIDBurlington, VT 05401

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www.facebook.com/LoyolaBusiness

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@LOYNO_COB

For more information, visit alumni.loyno.edu, call (504) 861-5454,or e-mail [email protected]

Come celebrate our past with Alumni Weekend, featuring:

• Reunions for the Classes of 1953, 1963, 1973, 1983, 1988,1993, and 2003

• Centennial Finale and Alumni Cocktail Reception• Alumni Mass• Annual Alumni Association Jazz Brunch

CELEBRATING OUR PAST,EMBRACING THE FUTURE

MAY 10–12, 2013

And help us embrace our future with theClass of 2013 Commencement Ceremonies,

featuring commencement speaker Tom Brokaw.

ExecSp13Cover_SummerCover 3/13/13 9:55 AM Page 2

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Loyola Executive Spring 2013

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Transcript of Loyola Executive Spring 2013