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Kelley School of BusinessUndergraduate BulletinIndiana University

• MICHAEL A. McROBBIE, Ph.D., President of theUniversity

• CHARLES R. BANTZ, Ph.D., Executive VicePresident and Chancellor, Indiana University–Purdue University Indianapolis

• LAUREN ROBEL, J.D., Executive Vice Presidentand Provost, Indiana University Bloomington

• JOHN S. APPLEGATE, J.D., Vice President forPlanning and Policy

• JACQUELINE A. SIMMONS, J.D., Vice Presidentand General Counsel

• G. FREDERICK GLASS, J.D., Vice President andDirector of Intercollegiate Athletics

• EDWIN C. MARSHALL, O.D., Vice President forDiversity, Equity, and Multicultural Affairs

• THOMAS A. MORRISON,Ed.D., Vice President forCapital Project and Facilities

• PATRICK O'MEARA, Ph.D., Vice President forInternational Affairs

• MICHAEL M. SAMPLE, B.A., Vice President forPublic Affairs and Government Relations

• JORGE JOSE, Ph.D., Vice President for Research• WILLIAM B. STEPHAN, J.D., Vice President for

Engagement• NEIL D. THEOBALD, Ph.D., Vice President and

Chief Financial Officer• BRADLEY C. WHEELER, Ph.D., Vice President for

Information Technology• MARYFRANCES McCOURT, M.B.A., Treasurer of

the University• NASSER H. PAYDAR, Ph.D., Chancellor of Indiana

University East• MICHAEL A. WARTELL, Ph.D., Chancellor of

Indiana University–Purdue University Fort Wayne• MICHAEL HARRIS, Ph.D., Chancellor of Indiana

University Kokomo• WILLIAM J. LOWE, Ph.D., Chancellor of Indiana

University Northwest• UNA MAE RECK, Ph.D., Chancellor of Indiana

University South Bend• SANDRA R. PATTERSON-RANDLES, Ph.D.,

Chancellor of Indiana University Southeast• KENNETH R. R. GROS LOUIS, Ph.D., University

Chancellor

Bloomington Campus• LAUREN ROBEL, J.D., Executive Vice President

and Provost, Indiana University Bloomington• THOMAS F. GIERYN, Ph.D., Vice Provost for

Faculty and Academic Affairs• EDWARDO L. RHODES, Ph.D., Vice Provost for

Academic Support and Diversity and Associate VicePresident for Academic Support and Diversity

• P. SARITA SONI, O.D., Vice Provost for Research• SONYA STEPHENS, Ph.D., Vice Provost for

Undergraduate Education• ROGER J. THOMPSON, Ph.D., Vice Provost for

Enrollment Services

• PETE GOLDSMITH, Ed.D., Dean of Students andVice President for Student Affairs, Bloomington

Kelley School of Business• IDALENE KESNER, Ph.D., Dean• LAUREEN A. MAINES, Ph.D., Associate Dean of

Faculty and Research• ASH SONI, Ph.D., Associate Dean of Academic

Programs• JENNIFER VAN HORN, Director of Information

Systems• PHILIP L. COCHRAN, Ph.D., Associate Dean for

Indianapolis Operations• KENNETH A. CAROW, Ph.D., Associate Dean for

Indianapolis Research and Programs• TERESA KASE, Assistant Dean of Finance and

Operations• RICHARD K. DUPREE, Assistant Dean for Office of

Development and Alumni Relations• JOHN F. CADY, Ph.D., Executive Director of Kelley

Executive Partners• RAMESH VENKATARAMAN, Ph.D., Chairperson of

the Undergraduate Program• JONLEE ANDREWS, Ph.D., Chairperson of Full-

time MBA Program• PHILIP T. POWELL, Ph.D., Chairperson of the

Kelley Direct Programs• ANNE MASSEY, Ph.D., Chairperson of the Doctoral

Program• RICH MAGJUKA, Chairperson of Kelley Direct

Corporate Programs & EMBA• ERIC RICHARDS, Ph.D., Chairperson of Kelley

Direct Public Programs• MIKEL TILLER, D.B.A., Chairperson of Graduate

Accounting Programs• BIPIN PRABHAKAR, Ph.D., Chairperson of

Information Systems

Overview, Mission, and GoalsMission of the Kelley SchoolThe mission of the Kelley School of Business is totransform lives, organizations, and communities througheducation and research.

Undergraduate Learning and ProfessionalDevelopment GoalsAn Integrative Point of View

Graduates of the Kelley School of BusinessUndergraduate Program will be able to evaluate and makebusiness decisions from an integrative point of view, onethat reflects an understanding of mutually interdependentrelationships among competitive and environmentalconditions, organizational resources, and the majorfunctional areas of a business enterprise.

Ethical Reasoning

Graduates of the Kelley School of BusinessUndergraduate Program will be able to recognizeethical issues, demonstrate familiarity with alternativeframeworks for ethical reasoning, and discern tradeoffsand implications of employing different ethical frames ofreference when making business decisions.

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Critical Thinking & Decision Making

Graduates of the Kelley School of BusinessUndergraduate Program will be able to use a variety ofresearch methodologies to identify and critically evaluateimplications of business decisions for organizationalstakeholders (e.g., customers, colleagues, employees,suppliers, foreign governments, communities, cultures,regulatory agencies) and the natural environment.

Communication

Graduates of the Kelley School of BusinessUndergraduate Program will be able to communicateeffectively in a wide variety of business settings (e.g.,live, virtual, synchronous and asynchronous), employingmultiple mediums of communications (e.g., written, oraland visual).

Quantitative Analysis and Modeling

Graduates of the Kelley School of BusinessUndergraduate Program will be able systematically applytools of quantitative analysis and modeling to makerecommendations and business decisions.

Team Membership & Leadership

Graduates of the Kelley School of BusinessUndergraduate Program will be able to collaborateproductively with others, functioning effectively as bothmembers and leaders of teams.

Respect, Inclusiveness & Valuing People

Graduates of the Kelley School of BusinessUndergraduate Program will be able to create and sustainpersonal and work environments that are respectful andinclusive, valuing the contributions of all persons.

Personal and Professional Development

Graduates of the Kelley School of BusinessUndergraduate Program will be prepared to becomethe “authors” of their own futures, make informed anddeliberate choices about personal and professionaldevelopment, assume responsibility for their decisions,take pride in excellence, contribute to community, anddemonstrate college-level mastery of the skills neededfor pursuing and managing a career as a businessprofessional.

Global Awareness

Graduates of the Kelley School of BusinessUndergraduate Program will be conversant with majoreconomic, social, political, and technological trends andconditions influencing foreign investment and developmentof the global economy and demonstrate an understandingof the cultural, interpersonal and analytical competenciesrequired for engaging in global business activities.

Innovation and Creativity

Graduates of the Kelley School of BusinessUndergraduate Program will know how to respond to theneed for innovation or creativity by engaging in ongoinglearning, broadening their points of view, exploring cross-contextual links, and consulting with others.

History of the Kelley School100 + Years of Excellence: The Kelley School ofBusiness

The Kelley School of Business is one of the world’spremier business schools. Business education at IndianaUniversity dates back over 180 years to the first IndianaUniversity catalog, dated 1830-31, which included politicaleconomy in the curriculum. From this first course, theDepartment of Political Economy was developed duringthe remainder of the century, later referred to as theDepartment of Economics and Social Science. It was earlycourses in these areas that grew into what is now referredto as the “core program” of study in the Kelley School.

In 1902, the university catalog introduced and listedseveral business courses. These commerce coursesconstituted the last two years of a four-year course ofstudy leading to a baccalaureate degree. The first twoyears were spent completing a pre-commerce requirementand included all the required courses of the liberal artscurriculum of that period. Over a century ago, the patternof building a program of professional education forbusiness upon a liberal arts base was established—apattern maintained throughout the years and currentlyemphasized in the education of Kelley students.

In 1904, the first business catalog, referred to as theCommercial Course Number, was published. In 1920,a separate School of Commerce and Finance wasorganized. The school became a member of the AmericanAssembly of Collegiate Schools of Business in 1921and in 1933 it was renamed the School of BusinessAdministration and placed under the direct control of itsown faculty. In 1938, the title of the school was shortenedto the School of Business

The Junior Division (now the University Division) of theuniversity was established for all first-year students in1942. After that, enrollment in the School of Businessdid not include freshmen until 1995, when the DirectFreshman Admission Program began.

Graduate coursework in business administration, firstauthorized in 1936, expanded rapidly after World WarII. Programs for the degrees of Master of BusinessAdministration and Doctor of Business Administrationwere instituted in 1947. In 1961, the designation ofthe area of study formerly referred to as the GraduateDivision of the School of Business was changed to theGraduate School of Business. With the reorganization ofthe university in November 1974, the School of Businessbegan operating on two campuses—Bloomington andIndianapolis.

Although business courses were offered as early as 1916on the Indianapolis campus, a degree was not availablethere until the MBA program was launched in 1962. Thebachelor’s degree in business became available at theIndianapolis campus following the 1969 merger of IndianaUniversity with Purdue University in that city. Beginning in1969, a divisional structure emerged in Indianapolis withan assistant chairperson at its head. In 1969-70, completeundergraduate degree programs were offered for fourmajor areas in business, as were three two-year certificateprograms.

In 1997, E. W. Kelley, who received his BS in 1939 fromthe Indiana University School of Business, donated $23

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million to assist the school in its mission to provide thepremier business program in the nation. To honor thegenerosity of his gift, the IU School of Business wasrenamed the Kelley School of Business.

The Godfrey Graduate and Executive EducationCenter, which houses the MBA, Kelley Direct, graduateaccounting, and executive education programs, wascompleted in 2002. The $33 million facility was named inhonor of William J. Godfrey, BS’64, MBA’68, an alumnusand successful businessman who bequeathed land valuedat $25 million, the single largest gift from an individual tothe Kelley School.

Alumnus James R. Hodge, BS’74, anonymously donated$15 million to the Kelley School in 2009. Later, Hodgecame forward to encourage others to give to the School’sbuilding campaign—a completely privately fundedcampaign that raised $60 million for the expansion andrenovation of the undergraduate building which openedin 1966. To thank Hodge, the building was named theHodge Hall Undergraduate Center on March 30, 2012.The upgraded facilities are expected to be complete in2014.

Organization of the Kelley SchoolThe school’s resident faculty, composed of more than190 members, is its basic governing body. The variousprograms and curricula, as well as all major policyconsiderations, are reviewed and approved periodicallyat meetings of the entire resident faculty. Administrativesupport for the school is provided by the Office of theDean, by a chair in each of the school’s seven academicdepartments, and by a chair of each of the academicprograms. The Academic Council, made up of thoseadministrators mentioned above, along with two electedfaculty representatives, administers Kelley School ofBusiness policy. In addition, a number of committeesappointed by the dean recommend to the faculty variousacademic and operating policies. At various times, thesecommittees are also assigned specific administrativeresponsibilities.

The school’s administration manages its programs onboth the Bloomington and Indianapolis campuses. TheOffice of the Dean consists of the Dean, the AssociateDean of Academic Programs, the Associate Dean ofFaculty and Research, the Associate Dean of IndianapolisOperations, the Associate Dean for Indianapolis Researchand Programs, the Assistant Dean of Finance andOperations, and the Assistant Dean of Developmentand Alumni Relations. Administrative support forinstructional programs is provided by six organizationalunits: the School of Business Undergraduate ProgramOffice (Bloomington and Indianapolis), the M.B.A.Office (Bloomington), the Office for the M.B.A./CareerIntegrated Program (Indianapolis), the Doctoral Program(Bloomington), the Graduate Accounting Programs(Bloomington), the Information Systems GraduateProgram (Bloomington), and the Office of the Kelley DirectProgram (Bloomington and Indianapolis). Assistancewith Kelley admission, academic advising, and degreecertification are provided by professional staff membersassigned to each of these organizational units.

Contact InformationUndergraduate Program

Kelley School of Business

1309 East Tenth Street, HH 234Bloomington, IN 47405

Prospective Students: bschool@indiana.edu

Admitted Kelley Students: busadv@indiana.edu

Kelley School of Business -BloomingtonCurrent Faculty

Emeriti Faculty

Undergraduate Program Staff

Current FacultyThe current faculty of the Indiana University Kelley Schoolof Business at Bloomington is identified below. In additionto this full-time faculty, a dedicated group of individuals,who work elsewhere full time, also teach classes for theschool. Although some of these people are new eachsemester, many have made long-term commitments tothe Kelley School of Business. We gratefully acknowledgetheir contributions to the strength of the faculty and theschool.

• Acito, Franklin, Ph.D. (State University of New Yorkat Buffalo, 1976), Professor of Marketing, Director ofthe Kelley Institute for Business Analytics, AND MaxBarney Distinguished Teaching Fellow

• Aguinis, Herman, Ph.D. (SUNY-Albany, 1993),Professor of Organization Behavior and HumanResources and John F. Mee Chair of Management

• Akaiwa, Frank, M.B.A. (Indiana University, 1994),Senior Lecturer of Operations and DecisionTechnologies and X201 Course Coordinator

• Andrews, Jonlee, Ph.D. (University of Wisconsin—Madison, 1992), Clinical Professor of Marketing,Chair of Full-time MBA Program, Nestle FacultyFellow, and Director of the Center for BrandLeadership

• Arif, Salman, Ph.D. (Stanford University, 2012),Assistant Professor of Accounting

• Astill, Andrea, Visiting Lecturer of Accounting• Aydin, Goker, Ph.D. (Stanford University, 2003),

Associate Professor of Operations and DecisionTechnologies

• Bailey-Hughes, Brenda, M.A. (Ball State University,1991), Senior Lecturer of Communication,Professional and Computer Skills

• Bala, Hillol, Ph.D. (University of Arkansas, 2008),Assistant Professor of Operations and DecisionTechnologies and Whirlpool Corporation FacultyFellow

• Baldwin, Timothy T., Ph.D. (Michigan StateUniversity, 1987), Professor of BusinessAdministration, Eveleigh Professor of BusinessLeadership, and Faculty Liaison of Executive DegreePrograms

• Banks, Karen, M.S. (Indiana University, 1995),Senior Lecturer of Communication, Professional andComputer Skills

• Barwick, M. Clark, Lecturer of Communication,Professional and Computer Skills

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• Bastianelli, Ann L., M.B.A. (Indiana University,1982), Senior Lecturer of Marketing

• Baye, Michael R., Ph.D. (Purdue University, 1983),Bert Elwert Professor of Business and Professor ofBusiness Economics and Public Policy

• Beneish, Messod Daniel, Ph.D. (Universityof Chicago, 1987), Sam Frumer Professor ofAccounting

• Ben-Rephael, Azi, Ph.D. (Tel Avi University),Assistant Professor of Finance

• Bhattachrarya, Utpal, Ph.D. (Columbia University,1990), Associate Professor of Finance

• Billett, Matthew, Ph.D. (University of Florida),Professor of Finance and Richard E. Jacobs Chair inFinance

• Blocher, James D., Ph.D. (Purdue University, 1991),Chair of Operations & Decision Technologies,Associate Professor of Operations & DecisionTechnologies, and Weimer Faculty Fellow

• Bongard, Victor, J.D. (Duke University) Lecturer ofBusiness Law& Ethics

• Bowers, Thomas, J.D. (New York University, 1977),Associate Professor of Business Law

• Bretthauer, Kurt M., Ph.D. (Indiana University, 1990),Professor of Operations & Decision Technologiesand Kimball Faculty Fellow

• Briggs, Carl M., Ph.D. (Indiana University, 1992),Clinical Assistant Professor of Operations andDecision Technologies

• Brimm, David, J.D. (Indiana University, 2003),Lecturer of Communication, Professional andComputer Skills

• Brown, Jason, Ph.D. (University of Pittsburgh, 2010),Assistant Professor of Accounting and Dean’sCouncil Faculty Fellow

• Buchholz, Laura, M.B.A. (Indiana University, 1992),Senior Lecturer of Marketing

• Burke, Raymond R., Ph.D. (University of Florida,1985), E. W. Kelley Chair of Business Administrationand Professor of Marketing

• Byrer, Joyce Kay, Ph.D. (Indiana University,1991), Senior Lecturer of Operations and DecisionTechnologies

• Cady, John F., Ph.D. (University at Buffalo, StateUniversity of New York, 1975), Executive Director ofKelley Executive Education Foundation and ClinicalProfessor of Marketing

• Cakirer, Kerem, Ph.D. (University of Texas at Austin,2007), Lecturer of Business Economics and PublicPolicy

• Campbell, Terry, Ph.D. (Indiana University, 1979),Clinical Professor of Accounting

• Canada, Richard B., M.S. (Indiana University, 1969),Senior Lecturer of Marketing and Executive Director,Center for Global Sales Leadership

• Cattani, Kyle, Ph.D. (Stanford University, 1997),Associate Professor of Operations Management andW.W. Grainger, Inc. Faculty Fellow

• Chandukala, Sandeep, Ph.D. (The Ohio StateUniversity, 2008), Assistant Professor of Marketingand 3M Faculty Fellow

• Chaudhuri, Ranadeb, Visiting Assistant Professor ofFinance

• Che, Hai, Ph.D. (Washington University), AssociateProfessor of Marketing

• Clark, Paige, M.A. (Ball State University, 2006),Lecturer of Communication, Professional andComputer Skills

• Colon, Carlos, Ph.D. (Indiana University, 2004),Lecturer of Communication, Professional andComputer Skills

• Cook, Christopher, M.B.A. (Indiana University,1998), Lecturer of Accounting

• Coulis, Paul, Lecturer of Management andEntrepreneurship

• Covin, Jeffrey G., Ph.D. (University of Pittsburgh,1985), Chair of Management and Entrepreneurship,Samuel and Pauline Glaubinger Professor ofEntrepreneurship, and Professor of StrategicManagement

• Craig, Byron, Masters (Indiana University, 2002),Lecturer of Communication, Professional andComputer Skills

• Crawley, Michael, Ph.D. (University of Texas, 2010),Assistant Professor of Accounting

• Cutshall, Rex, M.B.A. (University of Evansville,1988), Senior Lecturer of Operations and DecisionTechnologies and I-Core Coordinator

• Danielova, Anna, Visiting Associate Professor ofFinance

• Dayton, Keith, M.B.A. (Indiana Wesleyan, 1983),Senior Lecturer of Communication, Professional andComputer Skills and Full-time MBA and InformationSystems Graduate Program Core Coordinator

• De Los Santos, Babur, Ph.D. (University of Chicago,2008), Assistant Professor of Business Economicsand Public Policy

• Denekamp, Johannes, Ph.D. (Ohio State University,1988), Senior Lecturer of Management

• Dennis, Alan, Ph.D. (University of Arizona, 1991),John T. Chambers Chair of Internet Systems andProfessor of Information Systems

• Dingman, Di, M.B.A. (Webster University, 1999),Visiting Lecturer of Marketing and Director of theCenter for Global Sales Leadership

• Dobos, Scott, M.B.A. ((University of Connecticut,1996), Lecturer of Operations and DecisionTechnologies

• Dollinger, Marc J., Ph.D. (Lehigh University, 1983),Professor of Management and Editor of BusinessHorizons

• Duhachek, Adam, Ph.D. (Northwestern University,2004), Associate Professor of Marketing and Nestle-Hustad Professor

• Dunn-Jensen, Linda, Ph.D. (New York University,2006), Clinical Assistant Professor of OrganizationalBehavior and Human Resources

• Ellul, Andrew, Ph.D. (London School of Economics,2001), Associate Professor of Finance and Fred T.Greene Chair

• Evans, Mark, Ph.D. (Duke University, 2008),Assistant Professor of Accounting

• Evans Groth, Nicole, M.I.S. (Indiana University,2004), Lecturer of Communication, Professional andComputer Skills

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• Fisher, Greg, MBA (University of Pretoria,2004), Assistant professor of Management andEntrepreneurship and Fred T. Greene Chair

• Fisher, Joseph G., Ph.D. (Ohio State University,1987), Chairperson of Accounting, Professor ofAccounting and Harry C. Sauvain Chair

• Fletcher, Kathy J., Ph.D. (Indiana University, 1986),Senior Lecturer of Communication, Professional andComputer Skills

• Ford, Justin, Lecturer of Communication,Professional and Computer Skills

• Fort, Tim, Professor of Business Law and EveleighProfessorship in Business Ethics

• Garcia, P. Roberto, Ph.D. (University of Michigan,1996), Clinical Professor of International Business

• Gerth, Anthony, M.B.A. (Ashland College, 1983),Visiting Clinical Assistant Professor of Operationsand Decision Technologies

• Glass, Kathrine, M.B.A. (Indiana University, 1984),Senior Lecturer of Accounting

• Goddin, Jeffrey K., M.A. (Indiana University, 1974),Senior Lecturer of Communication, Professional andComputer Skills

• Goldman, Eitan, Ph.D. (University of Pennsylvania atWharton, 2000), Associate Professor of Finance andFedEx Faculty Fellow

• Grandorf, James N., M.B.A. (Indiana University,1964), Clinical Professor of Accounting

• Greene, David E., J.D. (Indiana University, 1974),Clinical Professor of Accounting

• Greiner, Daniel, M.S. (Virginia Polytechnic Instituteand State University, 1986), Clinical AssociateProfessor of Finance

• Gupta, Nandini, Ph.D. (University of Pittsburgh,2000), Associate Professor of Finance and KoenigFaculty Fellow

• Gupta, Sudip, Visiting Assistant Professor of Finance• Haeberle, David, M.B.A., J.D. (Indiana University,

1986), Clinical Associate Professor of Finance,J. Dwight Peterson Faculty Fellow, and PetersonFaculty Fellow in Investment Banking

• Harbaugh, Richmond, Ph.D. (University ofPittsburgh, 1997), Associate Professor of BusinessEconomics and Public Policy and Weimer FacultyFellow

• Hauskrecht, Andreas, Ph.D. (Freie University, 1995),Clinical Associate Professor of Business Economicsand Public Policy

• Hayford, Stephen L., J.D. (Indiana University, 1987),Professor of Business Law

• Hays, Gerry, J.D. (Indiana University, 1997), SeniorLecturer of Finance

• Head, Julie S., B.S. (Indiana University, 1982),Senior Lecturer of Accounting

• Heidwald, Jeanette, L., M.A.T. (Indiana University,1998), Senior Lecturer of Communication,Professional and Computer Skills

• Helm, Jonathan, MSE, (University of Michigan,2009) Assistant Professor of Operations andDecision Technologies

• Heltsley, April, M.A. (Indiana University, 1990),Senior Lecturer of Communication, Professional andComputer Skills

• Hewitt, Max, Ph.D. (University of Washington, 2007),Assistant Professor of Accounting

• Hill, John, Clinical Assistant Professor of Operationsand Decision Technologies

• Hillier, Janet, Ph.D. (Indiana University, 1990),Clinical Assistant Professor of ManagementConsulting

• Hite, Peggy A., Ph.D. (University of Colorado, 1986),Professor of Accounting and Monroe Shine & Co.Faculty Fellow

• Hodder, Leslie Davis, Ph.D. (University of Texas atAustin, 2001), Associate Professor of Accountingand Ernst & Young Faculty Fellow

• Holden, Craig W., Ph.D. (University of California, LosAngeles, 1990), Professor of Finance and BarneyFaculty Fellow

• Hopkins, Patrick E., Ph.D. (University of Texas,1995), Professor of Accounting and SungKyunKwanProfessor

• Hu, Shanshan, Ph.D. (University of Michigan, 2008),Assistant Professor of Operations Management

• Israelsen, Ryan, Ph.D. (University of Michigan,2009), Assistant Professor of Finance

• Jacobs, F. Robert, Ph.D. (Ohio State University,1979), Professor of Operations and DecisionTechnologies, Chase Faculty Fellow, and Honors I-Core Faculty Lead

• Jennings, Robert H., Ph.D. (University of Texas atAustin, 1981), Professor of Finance and Gregg T. &Judith Summerville Chair

• Jensen, Anna, M.B.A. (Ball State University, 2000),Lecturer in Accounting

• Johnson, Kari, B.M. (Belmont University, 1997),Senior Lecturer of Communication, Professional andComputer Skills

• Kamma, Sreenivas, Ph.D. (State University ofNew York at Buffalo, 1987), Chair and AssociateProfessor of Finance

• Kanning, Myron, M.B.A. (Xavier University, 1975),Senior Lecturer of Management

• Kennedy, Thomas G., J.D. (Indiana University,1971), Clinical Associate Professor of Accounting

• Kesner, Idalene, Ph.D. (Indiana University, 1983),Dean, Professor of Management and Frank P.Popoff Chair of Strategic Management

• Khatri, Vijay, Ph.D. (University of Arizona, 2002),Associate Professor of Information Systems, WeimerFaculty Fellow, and Director of the Kelley Institute forBusiness Analytics

• Kinser, Amy, J.D. (Indiana University, 2001),Senior Lecturer and Co-director of Communication,Professional and Computer Skills

• Kinser, J. Eric, Masters (Indiana University, 2001),Lecturer of Communication, Professional andComputer Skills

• Kitzmiller, Greg, M.B.A. (Indiana University, 1981),Senior Lecturer of Marketing

• Klemkosky, Robert, Visiting Lecturer of Finance andDirector Emeritus of the Capital Markets Academy

• Kolovou, Tatiana, B.S. (Indiana University, 1989),Senior Lecturer of Communication, Professional andComputer Skills

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• Kreft, Steven Francis, Ph.D. (West VirginiaUniversity, 2003), Clinical Associate Professor ofBusiness Economics and Public Policy

• Krishnan, H. Shanker, Ph.D. (University of Arizona,1991), Chair and Professor of Marketing andWhirlpool Corporation Faculty Fellow

• Kuratko, Donald F., D.B.A. (Southeastern NovaUniversity, 1984), Executive Director of JohnsonCenter for Entrepreneurship and Innovation, JackM. Gill Chair in Entrepreneurship, and Professor ofEntrepreneurship

• Lalwani, Ashok, Associate Professor of Marketing• Langvardt, Arlen W., J.D. (University of Nebraska,

1981), Professor of Business Law and EveleighProfessor of Business Ethics

• Lemper, Timothy, J.D. (Harvard University, 2001),Clinical Professor of Business Law

• Li, Dan, Ph.D. (Texas A&M University, 2005),Associate Professor of International Business

• Li, Shibo, Ph.D. (Carnegie Mellon, 2003), AssociateProfessor of Marketing and Weimer Faculty Fellow

• Lin, Haizhen, Ph.D. (Boston University, 2008),Assistant Professor of Business Economics andPublic Policy

• Long, Mark, M.S. (Florida State University,1982), Senior Lecturer of Management andEntrepreneurship

• Lopes, Alexandre, Clinical Associate Professor ofOperations & Decision Technologies

• Loucks, Susan, Lecturer of Communication,Professional and Computer Skills

• Lubensky, Dmitry, Ph.D. (University of Michigan),Assistant Professor of Business Economics & PublicPolicy

• Lummus, Rhonda, Ph.D. (University of Iowa, 1992),Clinical Professor of Operations and DecisionTechnologies

• MacKenzie, Scott B., Ph.D. (University of California,Los Angeles, 1983), Professor of Marketing andNeal Gilliatt Chair

• Mafi-Kreft, Elham, Ph.D. (West Virginia University,2003), Clinical Assistant Professor of BusinessEconomics and Public Policy

• Magjuka, Richard, Ph.D. (University of Chicago,1988), Chair of Executive Degree Programs,Associate Professor of Business Administration, andFred G. Steingraber Chair

• Maines, Laureen A., Ph.D. (University of Chicago,1990), Associate Dean of Faculty and Research,Professor of Accounting and KPMG Professor

• Major, David, Ph.D. (University of Maryland, 2009),Assistant Professor of Strategic Management andDean’s Council Faculty Fellow

• Mallapragada, Girish, Assistant Professor ofMarketing

• Mallor, Jane P., J.D. (Indiana University, 1976),Chair and Professor of Business Law and Ethics

• Martin, Patrick, Acting Assistant Professor ofAccounting

• Massey, Anne P., Ph.D. (Rensselaer PolytechnicInstitute, 1991), Chair of Doctoral Programs,Professor of Information Systems and Dean’sResearch Professor

• Masson, Dubos, Ph.D. (Indiana University, 1983),Clinical Associate Professor of Finance

• Maxwell, John W., Ph.D. (Queen’s University, 1993),Chair and Professor of Business Economics andPublic Policy and W. George Pinnell Professor

• McCoy, Doug, M.B.A. (Indiana University, 1988),Lecturer of Finance and Director, Benecki Center forReal Estate

• McCrory, Martin A., J.D. (Indiana University, 1983),Associate Professor of Business Law, ArcelorMittalUSA Undergraduate Faculty Fellow

• McDougall, Patricia P., Ph.D. (University of SouthCarolina, 1987), Professor of Strategic Management, William L. Haeberle Professor of Entrepreneurship,and Director of the Institute for InternationalBusiness

• McMullen, Jeff, Ph.D. (University of Colorado,2003), Associate Professor of Management andEntrepreneurship

• McMullin, Jeff, Assistant Professor of Accounting• Meunier, John, M.S. (Indiana University, 1998),

Lecturer of Communication, Professional andComputer Skills

• Miller, Barbara, M.S. (Indiana University, 1983),Visiting Senior Lecturer of Communication,Professional, and Computer Skills

• Miller, Brian, Ph.D. (Penn State University, 2008),Assistant Professor of Accounting and WeimerFaculty Fellow

• Miller, Toyah, Ph.D. (Texas A&M University, 2008),Assistant Professor of Strategic Management, 3MFaculty Fellow

• Mills, Alex, Ph.D. (University of North Carolina atChapel Hill), Assistant Professor of ODT

• Monaco, Susan, Ph.D. (Duke University, 1995),Senior Lecturer of Finance

• Mora, Juliane, Masters (CSU Sacramento, 2005),Lecturer of Communication, Professional andComputer Skills

• Morgan, Neil A., Ph.D. (University of Wales, 1996),Professor of Marketing and PETsMART, Inc.Distinguished Chair in Marketing

• Moriarity, Brant, B.A. (Indiana University, 2002),Lecturer of Communication, Professional andComputer Skills

• Morrone, Michael, J.D. (Southern MethodistUniversity, 1993), Senior Lecturer ofCommunication, Professional and Computer Skills

• Near, Janet P., Ph.D. (State University of NewYork at Buffalo, 1977), Dale M. Coleman Chair andProfessor of Management

• Neher, Darryl R., Ph.D. (Indiana University, 1998),Senior Lecturer of Communication, Professional andComputer Skills

• New, Dawn, Masters (Ball State University, 2006),Lecturer of Communication, Professional andComputer Skills

• Newquist, Jay D., M.B.A. (Indiana University,1997), Senior Lecturer of Operations and DecisionTechnologies

• Oakes, Michael, Senior Lecturer of Finance• Owen, Sandra H., M.B.A. (University of Kentucky,

1986), Senior Lecturer of Accounting

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• Palmer, Paul, Jr., M.B.A. (Indiana University, 1996),Lecturer of Marketing

• Parry, Robert W., Jr., Ph.D. (Lehigh University,1979), Professor of Accounting

• Patterson, Richard, Ph.D. (Michigan StateUniversity, 1995), Lecturer of Finance

• Pedraza Martinez, Ph.D. (INSEAD), AssistantProfessor of Operations & Decision Technologies

• Perreault, Peter, Ph.D. (Indiana University, 1992),Senior Lecturer of Marketing

• Perry, Aaron, M.S. (Indiana University, 2008),Lecturer in Operations and Decision Technologies

• Perry, Josh, J.D. (Vanderbilt University, 2002),Assistant Professor of Business Law and Ethics

• Pool, Veronika Krepely, Ph.D. (Vanderbilt University,2006), Associate Professor of Finance

• Powell, Philip, Ph.D. (Vanderbilt University, 1995),Chair of Kelley Direct and Clinical AssociateProfessor of Business and Public Policy

• Prabhakar, Bipin, Ph.D. (Mississippi State University,1999), Clinical Associate Professor of InformationSystems, and Chair of the Information SystemsGraduate Program

• Pratt, Jamie H., J.D. (Indiana University, 1977),Professor of Accounting and Alva L. Prickett Chair

• Prenkert, Jamie Darin, J.D. (Harvard Law School,1998), Associate Professor of Business Lawand Weimer Faculty Fellow, AACSB FacultyQualifications Coordinator

• Prince, Jeff, Ph.D. (Miami University, 1998),Associate Professor of Business Economics andPublic Policy

• Rasmusen, Eric B., Ph.D. (MassachusettsInstitute of Technology, 1984), Professor ofBusiness Economics and Public Policy and DaltonProfessorship

• Rauh, Michael, Ph.D. (Johns Hopkins University,1997), Associate Professor of Business Economicsand Public Policy

• Raymond, Angie, Assistant Professor of BusinessLaw & Ethics

• Rearick, Thomas R., B.A. (Indiana University, 1987),Senior Lecturer of Accounting

• Rego, Lopo, Associate Professor of Marketing• Rego, Sonja, Associate Professor of Accounting and

Dean’s Faculty Fellow• Richards, Eric L., J.D. (Indiana University, 1976),

Professor of Business Law and Ethics and Chair ofEast Asian Initiatives

• Ridlon, Robert, Ph.D. (Indiana University, 2008)Visiting Assistant Professor of Business Economicsand Public Policy

• Robbins, Christopher, M.S.I.S. (Indiana University,2010), Lecturer of Operations and DecisionTechnologies

• Roedl, Fred W., M.B.A, (Indiana University, 1995),Clinical Associate Professor of Marketing

• Rubin, Joel D., M.B.A. (University of Chicago, 1996),Clinical Associate Professor of Business Law andEthics

• Rubenstein, David, Ph.D. (Texas A&M University,1986), Clinical Associate Professor of Management

• Ryan, Katherine, Ph.D. (Indiana University, 1996),Senior Lecturer of Communication, Professional andComputer Skills

• Schlegel, Fred, Lecturer of Management &Entrepreneurship

• Schrimper, Richard J., M.B.A. (Indiana University,1985), Senior Lecturer of Accounting

• Schroeder, Joe, Assistant Professor of Accounting• Schultz, Benjamin, M.A. (University of Akron, 1976),

Senior Lecturer of Communication, Professional andComputer Skills

• Semadeni, Matthew, Ph.D. (Texas A&M University,2003), Associate Professor of Management andWeimer Faculty Fellow

• Sera, Gipsi L., B.A. (Indiana University, 1989),Senior Lecturer of Communication, Professional andComputer Skills

• Serex, Paul, M.B.A. (Indiana University, 1997),Senior Lecturer of Operations and DecisionTechnologies

• Sevilir, Merih, Ph.D. (INSEAD, 2003), Professor ofFinance

• Shackelford, Scott, J.D. (Stanford University, 2009),Assistant Professor of Business Law

• Shepardson, Marcy, Ph.D. (UT Austin), 2012,Assistant Professor of Accounting

• Shepherd, Dean A., Ph.D. (Bond University[Australia], 1997), Professor of Entrepreneurship andTobias Chair in Entrepreneurship and Leadership

• Shockley, Richard, Ph.D. (Indiana University, 1992),Associate Professor of Finance and CenterPointFaculty Fellow

• Slotegraaf, Rebecca J., Ph.D. (University ofWisconsin—Madison, 2000), Associate Professor ofMarketing and Whirlpool Corporation Faculty Fellow

• Smart, Scott B., Ph.D. (Stanford University, 1990),Associate Chair of Full-time MBA Program, ClinicalProfessor of Finance, and Whirlpool CorporationFaculty Fellow

• Smith, Daniel C., Ph.D. (University of Pittsburgh,1988), Clare W. Barker Chair in Marketing, andProfessor of Marketing

• Soni, Ashok K., D.B.A. (Indiana University, 1981),Associate Dean of Academic Programs, Professorof Operations and Decision Technologies, andArcelorMittal Faculty Fellow

• Souza, Gilvan, Ph.D. (University of North Carolina-Chapel Hill, 2000), Associate Professor ofOperations and Decision Technologies

• Spiro, Rosann L., Ph.D. (University of Georgia,1976), Professor of Marketing and ExecutiveDirector of the Center for Global Sales Leadership

• Sprinkle, Geoffrey B., Ph.D. (University of Iowa,1996), Professor of Accounting and WhirlpoolCorporation Faculty Fellow

• Stefanescu, Catalin, M.S. (University of NorthCarolina-Chapel Hill, 2007), Lecturer of BusinessEconomics and Public Policy

• Steiner-Williams, Judy F., M.S. (Indiana University,1976), Senior Lecturer in Communication,Professional and Computer Skills

• Stemler, Abbey, J.D. (Indiana University), Lecturer ofBusiness Law and Ethics

8 September 16, 2013

• Stern, Jerrold J., Ph.D. (Texas A&M University,1979), Professor of Accounting

• Stoffman, Noah, Ph.D. (University of Michigan,2008), Assistant Professor of Finance

• Stone, Cynthia, M.S. (Indiana University, 1980),Lecturer of Communication, Professional andComputer Skills

• Storey, James, Masters (University of Kansas,2008), Lecturer of Communication, Professional andComputer Skills

• Talbott, John, Masters (University of Tennessee atChattanooga, 1987), Senior Lecturer of Marketingand Associate Director of the Center for Educationand Research in Retail

• Telthorst, George, M.B.A. (University of Chicago,1984), Faculty Lecturer of Communication,Professional and Computer Skills and Director ofthe Center for the Business of Life Sciences

• Terjesen, Siri, Ph.D. (Cranfield University, UK,2006), Assistant Professor of Strategic Management

• Threlkeld, J. Shannon, B.A. (Indiana University,1995), Senior Lecturer of Marketing

• Tian, Xuan, Ph.D. (Boston College, 2008), AssistantProfessor of Finance and Cathie & Jerry AndersonFaculty Fellow in Finance

• Tiller, Mikel G., D.B.A. (Indiana University, 1980),Chair of Graduate Accounting Programs andAssociate Professor of Accounting

• Trzcinka, Charles, Ph.D. (Purdue University, 1980),Professor of Finance and James and Virginia E.Cozad Chair

• Twedt, Brady, Assistant Professor of Accounting• Udell, Gregory F., Ph.D. (Indiana University, 1983),

Chase Chair of Banking and Finance and Professorof Finance

• Vargo, Sue, Ph.D. (Indiana University, 1994), Co-director and Senior Lecturer of Communication,Professional and Computer Skills

• Venkataraman, Ramesh, Ph.D. (University ofArizona, 1995), Chair of the Undergraduate Programand Lawrence D. Glaubinger Professor of BusinessAdministration

• Venkataramanan, Munirpallam A., Ph.D. (TexasA&M University, 1987), Vice President for StrategicInitiatives, Professor of Operations and DecisionTechnologies and Jack R. Wentworth Professor

• Wahlen, James M., Ph.D. (University of Michigan,1991), Professor of Accounting and James R. HodgeChair

• Walters, Rockney G., Ph.D. (Purdue University,1984), Professor of Marketing and Ford MarketingFaculty Fellow

• Wang, Wenyu, Ph.D. (University of Wisconsin),Assistant Professor of Finance

• Wang, Zhenyu, Ph.D. (University of Minnesota),Professor of Finance

• Wheeler, Bradley C., Ph.D. (Indiana University,1993), Professor of Information Systems, VicePresident for Information Technology (IndianaUniversity) and Chief Information Officer (IndianaUniversity)

• Whiting, Steve, Ph.D. (Indiana University, 2006),Assistant Professor of Organizational Behavior andHuman Resources

• Wiethoff, Carolyn, M.A. (Indiana University, 1998),Clinical Professor of Management

• Wildenbeest, Matthijs, Ph.D. (ERASMUS University,2007), Associate Professor of Business Economicsand Public Policy

• Williams, Theresa D., Ph.D. (University ofTennessee, 1994), Clinical Associate Professor ofMarketing and Director of the Center of Educationand Research in Retailing

• Wimbush, James C., Ph.D. (Virginia PolytechnicInstitute and State University, 1991), Professor ofBusiness Administration

• Winston, Vivian, Masters (Indiana University, 1991),Visiting Lecturer of Accounting

• Winston, Wayne L., Ph.D. (Yale University, 1975),Professor of Operations and Decision Technologiesand John & Esther Reese Professor

• Wisneski, John, Masters (University of NotreDame, 2003), Senior Lecturer of Management andEntrepreneurship

• Woodhouse, Douglas, M.B.A. (London BusinessSchool, 1997), Visiting Lecturer of Operations andDecision Technologies

• Yan, Lucy, M.S. (San Diego State University, 2005)Assistant Professor of Operations and DecisionTechnologies

• Yang, Jun, Ph.D. (Washington University, 2004),Associate Professor of Finance

• Yang, Wei, Ph.D. (Stanford University), AssistantProfessor of Finance

• Yohn, Teri, Ph.D. (Indiana University,1991), Professor of Accounting andPricewaterhouseCoopers Faculty Fellow

• Yonker, Scott, Ph.D. (The Ohio State University,2010), Assistant Professor of Finance

• Yu, Xiaoyun, Ph.D. (University of Minnesota, 2001),Associate Professor of Finance and Weimer FacultyFellow

• Zhang, Jingjing, M.S. (Temple University, 2007),Assistant Professor of Operations and DecisionTechnologies

Faculty Emeriti• Albright, S. Christian. Ph.D. (Stanford University,

1972), Professor Emeritus of Operations andDecision Technologies

• Belth, Joseph M., Ph.D. (University of Pennsylvania,1961), C.L.U., C.P.C.U., Professor Emeritus ofInsurance

• Biagioni, Louis F., Ph.D. (University of Missouri,1964), Professor Emeritus of Accounting andInformation Systems

• Bonser, Charles F., D.B.A. (Indiana University,1965), Professor Emeritus of Public andEnvironmental Affairs (School of Public andEnvironmental Affairs), Dean Emeritus of Public andEnvironmental Affairs, and Professor Emeritus ofBusiness Administration (Kelley School of Business)

• Boquist, John A., Ph.D. (Purdue University, 1973),Professor Emeritus of Finance

• Bunke, Harvey C., Ph.D. (University of Illinois, 1951),Professor Emeritus of Business Administration andProfessor Emeritus of Business Economics andPublic Policy

September 16, 2013 9

• Childers, Victor E., D.B.A. (Indiana University,1967), Associate Professor Emeritus of InternationalBusiness

• Dalrymple, Douglas J., D.B.A. (Michigan StateUniversity, 1964), Professor Emeritus of Marketing

• Dalton, Dan R., Ph.D. (University of California,Irvine, 1979), Professor Emeritus of Management

• Davidson, Lawrence S., Ph.D. (University of NorthCarolina, 1976), Professor Emeritus of BusinessEconomics and Public Policy

• DeHayes, Daniel W., Jr., Ph.D. (Ohio StateUniversity, 1968), Professor Emeritus of BusinessAdministration

• Donnell, John D., D.B.A. (Harvard University, 1966),Professor Emeritus of Business Administration

• Dreher, George F., Ph.D. (University ofHouston, 1977), Professor Emeritus of BusinessAdministration

• Dvorak, Earl A., Ed.D. (Indiana University, 1951),Associate Professor Emeritus of Business Education(Kelley School of Business) and Associate ProfessorEmeritus of Education (School of Education)

• Dworkin, Terry M., J.D. (Indiana University, 1974),Professor Emeritus of Business Law

• Easton, Anna L., M.S. (Indiana University, 1976),Senior Lecturer Emeritus of Communication,Professional and Computer Skills

• Fisher, Jeffrey D., Ph.D. (Ohio State University,1980), Professor Emeritus of Finance and RealEstate

• Fratianni, Michele, Ph.D. (Ohio State University,1971), Professor Emerita of Business Economicsand Public Policy

• Frisbie, Gil, M.B.A. (Indiana University, 1969),Clinical Associate Professor Emeritus of Marketing

• Frumer, Samuel, D.B.A. (Indiana University, 1960),C.P.A., Professor Emeritus of Accounting

• Ginger, Laura A., J.D. (University of Chicago, 1979),Associate Professor Emeritus of Business Law

• Granbois, Donald H., D.B.A. (Indiana University,1963), Professor Emeritus of Marketing

• Green, R. Jeffery, Ph.D. (University of Illinois,1967), Professor Emeritus of Business Economicsand Public Policy; Co-Director, Indiana Center forEconometric Model Research

• Greenleaf, Robert W., D.B.A. (Indiana University,1961), Professor Emeritus of Finance

• Groomer, S. Michael, Ph.D. (University of Missouri,1975), C.P.A., Professor Emeritus of Accounting

• Grossack, Irvin M., Ph.D. (Columbia University,1962), Professor Emeritus of Business Economicsand Public Policy

• Haeberle, William L., D.B.A. (Indiana University,1952), Professor Emeritus of Management

• Hall, Robert W., D.B.A. (Indiana University, 1972),Professor Emeritus of Operations Management

• Harnett, Donald L., Ph.D. (Cornell University, 1964),Professor Emeritus of Operations and DecisionTechnologies

• Hegarty, W. Harvey, Ph.D. (University of NorthCarolina, 1972), Professor Emeritus of BusinessAdministration

• Heitger, Lester E., Ph.D. (Michigan State University,1971), C.P.A., Professor Emeritus of Accounting

• Helmkamp, John G., D.B.A. (Indiana University,1968), Professor Emeritus of Accounting

• Hettenhouse, George W., Ph.D. (Purdue University,1970), Professor Emeritus of Finance

• Hill, John W., Ph.D. (University of Iowa, 1986),Professor Emeritus of Accounting

• Hustad, Thomas P., Ph.D. (Purdue University,1973), Professor Emeritus of Marketing

• Jaffee, Bruce L., Ph.D. (Johns Hopkins University,1971), Professor Emeritus of Business Economicsand Public Policy

• Kang, Heejoon, Ph.D. (University of Washington,1980), Professor Emeritus of Business Economicsand Public Policy

• Klemkosky, Robert C., Ph.D. (Michigan StateUniversity, 1971), Professor Emeritus of Finance

• Leibman, Jordan H., J.D. (Indiana University, 1979),Professor Emeritus of Business Law

• Lenz, R. Thomas, D.B.A. (Indiana University, 1978),Professor Emeritus of Business Administration

• Mabert, Vincent A., Ph.D. (Ohio State University,1973), Professor Emeritus of OperationsManagement and John and Esther ReeseProfessorship

• MacKay, David B., Ph.D. (Northwestern University,1971), Professor Emeritus of Marketing and AdjunctProfessor of Geography (College of Arts andSciences)

• Marer, Paul, Ph.D. (University of Pennsylvania,1968), Professor Emeritus of International Business(Kelley School of Business) and Professor of CentralEurasian Studies (College of Arts and Sciences)

• Martin, E. Wainright., Jr., Ph.D. (Ohio StateUniversity, 1952), Professor Emeritus of BusinessAdministration

• Metzger, Michael B., J.D. (Indiana University, 1969),Professor Emeritus of Business Law

• Miller, Joseph C., Ph.D. (University of Wisconsin,1971), J.D. (University of Chicago, 1963), ProfessorEmeritus of Marketing

• Moore, Joseph C., M.S. (University of Dayton, 1975),Senior Lecturer Emeritus of Operations and DecisionTechnologies

• Novit, Mitchell S., Ph.D. (University of Michigan,1966), Associate Professor Emeritus of Personneland Organizational Behavior

• Ogan, Pekin, Ph.D. (University of North Carolina,1974), Professor Emeritus of Accounting andInformation Systems

• Olshavsky, Richard W., Ph.D. (Carnegie MellonUniversity, 1967), Professor Emeritus of Marketing

• Organ, Dennis W., Ph.D. (University of NorthCarolina, 1970), Professor Emeritus of Personneland Organizational Behavior

• Patterson, James H., D.B.A. (Indiana University,1970), Professor Emeritus of Operations andDecision Technologies

• Patterson, James M., Ph.D. (Cornell University,1961), Professor Emeritus of Marketing

• Perkins, William C., D.B.A. (Indiana University,1966), Professor Emeritus of Information Systems

• Phillips, Michael J., S.J.D. (George WashingtonUniversity, 1981), Professor Emeritus of BusinessLaw

10 September 16, 2013

• Podsakoff, Philip M., D.B.A. (Indiana University,1980), Professor Emeritus of Management

• Powell, C. Randall, Ph.D. (Ohio State University,1973), Clinical Professor Emeritus of BusinessAdministration

• Powell, Frona M., J.D. (Indiana University, 1976),Associate Professor Emeritus of Business Law

• Raber, Nevin W., M.A.L.S. (Indiana University,1952), Assistant Professor Emeritus of BusinessAdministration

• Ryan, William G., M.B.A. (Harvard University,1956), Assistant Professor Emeritus of BusinessAdministration

• Salamon, Gerald L., Ph.D. (Ohio State University,1971), Professor Emeritus of Accounting

• Sartoris, William L., Ph.D. (Purdue University, 1970),Professor Emeritus of Finance

• Scott, William E., Jr., Ph.D. (Purdue University,1963), Professor Emeritus of Personnel andOrganizational Behavior

• Shaffer, Robert H., LL.D. (Indiana University, 1985),Professor Emeritus of Business Administration(Kelley School of Business) and Professor Emeritusof Education (School of Education)

• Simkowitz, Michael A., Ph.D. (New York University,1970), Professor Emeritus of Finance

• Smerk, George M., Jr., D.B.A. (Indiana University,1963), Professor Emeritus of Transportation

• Smith, Robert E., Ph.D. (University of Wisconsin,1977), Professor Emeritus of Marketing

• Solomon, June, M.A. (Delhi University, 1971), SeniorLecturer Emeritus of Communication, Professionaland Computer Skills

• Stephenson, P. Ronald, Ph.D. (Ohio StateUniversity, 1966), Professor Emeritus of Marketing

• Stockton, R. Stansbury, Ph.D. (Ohio StateUniversity, 1956), Professor Emeritus of BusinessAdministration

• Suelflow, James E., Ph.D. (University of Wisconsin,1965), Professor Emeritus of Business Economicsand Public Policy

• Summers, John O., Ph.D. (Purdue University, 1968),Professor Emeritus of Marketing

• Waldman, Joseph M., D.B.A. (Indiana University,1966), Professor Emeritus of BusinessAdministration

• Waters, L. Leslie, Ph.D. (Indiana University, 1987),University Professor Emeritus of Transportation andBusiness History

• Wentworth, Jack R., D.B.A. (Indiana University,1959), Arthur M. Weimer Professor Emeritus ofBusiness Administration

• Williams, Edgar G., D.B.A. (Indiana University,1952), Vice President Emeritus of Indiana Universityand Professor Emeritus of Business Administration

Undergraduate Program Staff,BloomingtonAdministrationChairperson, Undergraduate Program: RameshVenkataraman, Ph.D. (University of Arizona, 1995)

Director, Undergraduate Program: Luke Leftwich, M.S.(Purdue University, 2006)

Administrative and Accounting Support: Teresa Hayden

Admissions & Prospective StudentsAssociate Director, Undergraduate Program (Recruitment& Admission) and Director of Admissions: Megan Ray,M.A. (Michigan State University, 1995)

• Associate Director of Admissions: Jennifer Pardue,B.G.S. (Indiana University, 2008)

• Associate Director of Admissions: Anna Deeds, M.S.(Indiana University, 2011)

• Associate Director of Admissions: TBD• Assistant Director of Admissions: TBD• Admissions Services Coordinator: Linda Hansel

Advising, Curriculum, & Enrollment for CurrentStudentsAssociate Director, Undergraduate Program (Advising& Curriculum) and Director of Academic Advising: GailFairfield, B.A. (Luther College, 1971)

• Academic Advisor: Sonya Cary, M.A. (FloridaAtlantic University, 1989)

• Academic Advisor: Janice Chang, M.S. (IndianaUniversity, 2012)

• Academic Advisor: Justine D'Amico, M.A. (IndianaUniversity, 2003)

• Academic Advisor: Kate Garrett, M.A. (University ofIowa, 2010)

• Academic Advisor: Amber Johnston, M.S. (IndianaState University, 2003)

• Academic Advisor: Amanda Karls, M.Ed. (Universityof Kentucky, 2011)

• Academic Advisor: Lauren McCants, M.S.(University of Pennsylvania, 2011)

• Academic Advisor: Evelyn Meisell, M.Ed. (Universityof Texas at Austin, 2011)

• Academic Advisor: Melvin Mendoza, M.S. (EastCarolina University, 2012)

• Academic Advisor: Andrew Schwartz, Ph.D. (StateUniversity of New York at Buffalo, 2003)

• Academic Advisor: Christin Sparks, B.S. (IndianaUniversity, 2011)

• Academic Advisor: Andrea Tomaso, M.A. (IndianaUniversity, 2010)

• Academic Advisor: Sharlene Toney, M.S.W. (IndianaUniversity, 2003)

• Academic Advising Support: Nick Karls• Academic Advising Support: Amber Schaad• I-Core Support: Joyce Hanson• Records Administration, Recorder: Cathy Gilbert• Records Administration, Assistant Recorder: Becky

Baugh

Director, Business Honors Program: Alison Kvetko, Ph.D.(Indiana University, 2005)

• Business Honors Academic Advisor: Gary Raad,M.A. (Denver Seminary, 1978)

Director, International Programs: Laurie Colglazier, M.S.(Indiana University, 2006)

• Associate Director of International Programs andStudy Abroad Advisor: Tia Trueblood, M.A. (IndianaUniversity, 2009)

September 16, 2013 11

• Assistant Director of International Programs andStudy Abroad Advisor: Sarah Boeving, M.A.(Columbia University, 2007)

• Assistant Director of International Programs andStudy Abroad Advisor: Jessica Zerrer, M.A. (IndianaUniversity, 2011)

Kelley Living & Learning Center• Director, Kelley Living and Learning Center: JoAnne

Namy, B.A. (Northwestern University, 1964)• Associate Director, Kelley Living and Learning

Center, Adam Herman, M.A. (Eastern MichiganUniversity, 2006)

• Kelley Living and Learning Center Coordinator:Karen Grant

Student Engagement & Scholarships• Assistant Director, Undergraduate Program

(Student Engagement): Jim F. Johnson, M.S.(Indiana University, 1997)

• Special Projects: Amanda K. Denton, M.S. (IndianaUniversity, 1998)

• Manager of Scholarships: Missty Warren, M.S.(Indiana University, 2006)

• Manager of Student Engagement: Alli Frazier, M.S.(Indiana University, 2008)

• Student Engagement Support: Lisa Klow

Kelley Office of Diversity Initiatives• Emily Dutton, M.S. (Indiana University, 2006)• Nissy Stetson-Grace, M.P.A. (Indiana University,

2000)

Admission• Direct Freshman Admission• Standard Admission• Transfer Admission• Financial Aid & Scholarships• Second Bachelor's Degree

Direct Freshman AdmissionEach year, qualified high school seniors are offered theopportunity to enter the Kelley School as freshmen. To beeligible for Freshman Direct Admission, students must:

1. Be admitted, as freshmen, to IU Bloomington for theFall semester.

2. List any business major as the intended major on theIU Bloomington application.

3. Have a minimum SAT score of 1270 (CriticalReading and Math combined) or a minimum ACTcomposite score of 30. For each exam, Kelleyaccepts the highest score for the section fromdifferent test dates.

4. Show a 3.7 high school GPA (on a 4.0 scale). Ifprovided, the weighted GPA will be utilized.

5. All applicants whose native language is not Englishmust demonstrate English language proficiency (seethe Kelley Undergraduate Admission website fordetails).

Direct Admission offers are sent approximately one monthfollowing their admission to IU Bloomington, to studentswho meet the above criteria.

Standard AdmissionStandard Admission

Standard Admission to the Kelley School is selective. Tobe eligible to apply for Standard Admission during spring2014, students must:

1. Be admitted to IU Bloomington and enrolled on theBloomington campus for at least one semester.

2. Complete at least 26 hours of college coursework.For most students, this will require two semesters onthe IU Bloomington campus.

3. Maintain "B" performance across all courses. Pleasenote that a “B-” does not meet this requirement. Theadmissions committee reviews grades in all courses,not just business courses. The grades for collegelevel coursework completed in high school or priorto matriculation at IU Bloomington will be factoredinto a student's application review. However, themost important grades will be those received at IUBloomington.

4. Demonstrate commitment to course load. Studentswith no withdrawals (W) have stronger applications.

5. Take all courses for letter grades: Graded coursesthat are taken for pass/fail weaken an applicant’sapplication. The Kelley Admissions Committeeconsiders any graded course that is taken pass/failas a grade of B- or lower.

6. Complete at least 12 credit hours, on the IUBloomington campus using courses from lists A,B, and C below, following the guidelines aboutthe number of courses that need to be takenfrom each list. For each course, students maytake the listed course, the Honors version, or anapproved substitute:

List A: Take at least one of these choices at IUBloomington:

• • • BUS-K 201• BUS X-201

List B: Take at least one of these choices at IUBloomington:

• • • ENG-W 131• BUS-C 104• BUS-C 204• BUS-L 201• BUS-G 202 and BUS-D 270

List C: Take at least two of these choices at IUBloomington:

• • • BUS-A 201• BUS-A 202• ECON-E 201• ECON-E 202• MATH-M 118• MATH-M 119• ECON-E 370• BUS-A 100 BUS-G 202

12 September 16, 2013

7. All applicants whose native language is not Englishmust demonstrate English language proficiency (seeKelley Undergraduate Admission website for details).

8. All applicants whose native language is not Englishmust also complete all SLST-T 101 coursesrecommended as a result of scores on the IndianaEnglish Proficiency Exam.

9. Submit an online application at http://kelley.iu.edu/ugrad/admissions/index.cfm?x=1 by the requireddeadline. Application deadlines are April 1 for Juneadmission and November 1 for January admission.Grades for all coursework required for admissionmust be recorded on the student’s IU Bloomingtontranscript by the end of the semester in which thestudent applies.

Applications for standard admission are accepted in boththe fall and spring semesters. Most students apply duringthe second semester (spring) of their freshman yearand receive notification about their admission in June.Admission decisions are made only after official gradesare posted at the end of the application semester.

Transfer AdmissionTransfer students must be admitted to Indiana Universityand enroll through the University Division for at leastthe first semester on campus. They are then eligible toapply using Standard Admission. Transfer students areencouraged to apply for Kelley School admission and beadmitted during their first two terms on the IU Bloomingtoncampus.

Transfer students are not guaranteed the availabilityof needed courses during their first term and it is likelythat transfer students will need more than a total offour years in order to complete the degree. Overall, theKelley School recommends that students transfer assoon as possible so that they prepare for upper levelbusiness courses by taking the prerequisites on the IUBloomington campus. The business admission team canassist students in evaluating which courses are best takenat IU Bloomington and which ones are appropriate to takeat other schools. The Kelley School does not recommendtransfer after the first two semesters of undergraduatework.

Financial Aid & ScholarshipsScholarships available through the Kelley School arebased primarily on academic achievement and/or financialneed. Eligible candidates must be certified as studentsin the Kelley School. A student transferring from anotherinstitution must complete at least one semester of full-timestudy at Indiana University before being admitted to theKelley School and considered for scholarships. For furtherinformation, please contact the Undergraduate ProgramOffice in the Kelley School or visit www.kelley.iu.edu/ugrad.

Eligibility for need-based scholarships and federal financialaid is determined by the IU Office of Student FinancialAssistance. To apply for most types of financial aid,students should complete a Free Application for FederalStudent Aid (FAFSA). It is available from high schoolguidance counselors or at the FAFSA home page:www.fafsa.ed.gov. Students should remember to listIU’s federal school code of 001809 as one of the collegechoices, and be sure to file the FAFSA as soon after

January 1 as possible (and definitely before March 10).Information about financial aid procedures is availableat www.indiana.edu/~sfa, or at the Office of StudentFinancial Assistance at (812) 855-0321.

Second Bachelor's DegreeSecond bachelor's degrees are not offered at the KelleySchool in Bloomington. While it is possible to obtainadmission to the Kelley School at IUPUI to pursuea second bachelor's degree, students are advisedto consider other options such as graduate work orother skill-oriented offerings. Further, students who havealready earned a bachelor’s degree in business arenot eligible to earn a second business degree (at eithercampus), regardless of their credentials. Students whohave completed a Kelley School bachelor's degree cannotbe certified for a business degree a second time or add amajor to the transcript.

About the KelleyUndergraduate ProgramThe Undergraduate Program of the Kelley School ofBusiness requires a breadth of education and alsoprovides opportunities for specialization. It ensures thedevelopment of a basic understanding of the principles,practices, and trends involved in the managementof business organizations in the dynamic economic,social, and political environment of the world today. Ashighlights of the program, all business majors complete achallenging set of sophomore courses called the GlobalFoundations Core and a rigorous semester of junior-levelcourses in the areas of marketing, operations, finance,and leadership known collectively as the Integrative Coreor I-Core. In addition to the basic requirements, studentschoose from a wide variety of business majors.

The study of business is complemented by the study ofcourses outside the business school. As a member of theAmerican Assembly of Collegiate Schools of Business, theschool subscribes to the principle that a significant portionof a student’s academic program should be in generaleducation subjects. The application of this principlepromotes a balanced program of study.

To develop leadership skills and a sense of socialresponsibility, students are strongly encouraged toparticipate in one or more of the several hundred studentorganizations and clubs at Indiana University as wellas the more than 60 Kelley student organizations.Through the Kelley School of Business Civic LeadershipDevelopment program, special emphasis is placed onvolunteerism and the personal benefits derived fromcommunity service.

Objectives of the Kelley Undergraduate ProgramThroughout their undergraduate careers, Kelley studentstake courses and participate in experiences that lead tothe development of awareness and skills related to:

• An integrative point of view• Ethical Reasoning• Critical thinking and decision making• Communication• Quantitative analysis and modeling• Team membership and leadership• Respect, inclusiveness, and valuing people

September 16, 2013 13

• Personal and professional development• Global awareness• Innovation and creativity

Graduates of the Undergraduate Program of the KelleySchool have had the opportunity to acquire an educationthat will serve them throughout their lives and careers.

Course and DegreeRequirements

• B.S. in Business Degree Options• I-Core Prerequisites• IUB General Education Curriculum• Other Courses and Credits Required for Graduation• The Integrative Core

IUB General Education CurriculumAll Kelley School undergraduate students who havematriculated to IU Bloomington, in May 2011 or later,follow the IUB General Education Curriculum outlinedat http://gened.iub.edu/, which are incorporated in therequirements for the 2011 and 2012 degrees.

Kelley Students who matriculated to IndianaUniversity Bloomington prior to May 2011, have twochoices:

• Continue with the 1996-2010 degree requirementsfor the B.S. in Business and the GeneralEducation requirements for that degree: http://www.indiana.edu/~bulletin/iub/kelley-ugrad/2010-2011/index.shtml

• Switch completely to the 2011 degree requirementsfor the B.S. in Business as outlined in the 2011-12bulletin, which include the IUB General EducationCurriculum requirements (see Kelley academicadvisor to discuss or make this change)

The Integrative CoreThe Integrative Core (I-Core), a semester-long experienceof four classes, is designed to pull together all of theconcepts in the I-Core prerequisites and instill a higherlevel of learning that bridges the classroom and the real-world. The professors coordinate their course materialsso that students are able to see the connections betweenvarious areas of business and use their understanding ofthose interrelationships to make business decisions. Thefinal I-Core case, a Kelley "rite of passage" is an extensive- and intense - team project in which students demonstrateall they have learned. Students are required to pass eachI-Core course.

Standard I-Core• Student take standard I-Core concurrently with

Compass III - The Business Professional• Students may be in several teams throughout the

semester• They are placed in their final, "case team" at the

end of the semester and spend most of the last twoweeks preparing the case

• Standard I-Core is offered in the Fall, Spring, orSummer (12-wk summer session)

• Students must apply, online for standard I-Core athttp://kelley.iu.edu/ugrad/apps/icore_info.cfm

• Applications for Fall or Summer I-Core areaccepted February 15 - March 15

• Applications for Spring I-Core are acceptedSeptember 15 - October 15

• After receiving approval, students registerusing BUS-BE 371

Honors I-Core• Students beglong to one team throughout the

semester and present their final case (business plan)at the end of the term

• Honors I-Core is available only for students in theBusiness Honors Program

• Honors I-Core is offered only in the Fall semester• Students should see Business Honors academic

advisor for permission to enroll in Honors I-Core,using BUS-BE 304

I-Core PrerequisitesSee the I-Core prerequisites section for a list of theeighteen courses that need to be completed (all withminimum grades of C) prior to I-Core.

B.S. in Business Degrees2012 B.S. in Business Degree

Students who matriculate to Indiana UniversityBloomington, in May 2012 or later, must follow the 2012degree requirements. These include:

• IU General Education courses• 18 Integrative Core prerequisite course (45 credits)• Integrative Core and BUS-T 375• BUS-J 375, BUS-L 375, and ECON-E 202• Major courses• Supplemental courses to reach 120 credits

2011 B.S. in Business Degree

Students who matriculated to Indiana UniversityBloomington, in May 2011-April 2012, must followthe 2011 degree requirements, as outlined in the2011-12 bulletin: www.indiana.edu/~bulletin/iub/kelley-ugrad/2011-2012/index.shtml

1996-2010 B.S. in Business Degree

Students who matriculated to Indiana UniversityBloomington, prior to May 2011, are automaticallyassumed to be pursuing the 1996-2010 Kelley Degreeas outlined in the earlier Kelley Undergraduate Programbulletins: http://www.indiana.edu/~bulletin/iub/kelley-ugrad/2010-2011/index.shtml.

Switching Between Degrees

Students who matriculated to Indiana UniversityBloomington, prior to May 2011, do have the option ofswitching to the 2011 Kelley Degree but, if they do so,they must satisfy all degree requirements of the 2011Kelley Degree. They may not mix-and-match degreerequirements. Students interested in switching to the2011 Kelley Degree, should work with a Kelley academicadvisor to determine the feasibility of the change andto declare their intention. Students on earlier degree plansmay not, however, switch to the 2012 degree.

I-Core PrerequisitesThe 2012 Kelley Degree includes eighteen I-Coreprerequisite courses (45 credit hours). Most of these

14 September 16, 2013

courses have honors versions (H) or higher level coursesthat can be used to satisfy the requirement. See thecourse descriptions for details about the credit hours,prerequisites, and the number of weeks per course.

I-Core PrerequisitesTaken in First Year

• Basic Accounting: BUS-A 100• Business Presentations: BUS-C 104 or BUS-C 106

(H)• Kelley Compass I - The Individual: BUS-T 175• The Computer in Business: BUS-K 201 or BUS-K

204 (H)• English Composition: ENG-W 131, ENG-W 170,

CMLT-C 110, or waiver based on standardized testscore

• Finite Math: MATH-M 118 or MATH-S 118 (H)• Calculus: MATH-M 119 or MATH-M 211• English Language Improvement courses (if

required): SLST-T 101

Taken in First or Second Year• Financial Accounting: BUS-A 201 or BUS-A 205 (H)• Managerial Accounting: BUS-A 202 or BUS-A 207

(H)• Microeconomics: ECON-E 201 or ECON-S 201 (H)• Technology: BUS-X 201 or BUS-X 202 (H)

Taken in Second Year • Global Foundations Core

• Business, Government, & Society: BUS-G 202• Global Business Environments: BUS-D 270• *Global Business Analysis Immersion: BUS-X

271 BUS-X 272

• The Legal Environment of Business: BUS-L 201 orBUS-L 293

• Business Communication: BUS-C 204 or BUS-C 205• Kelley Compass II - The Team: BUS-T 275• Statistics: ECON-E 370 or STAT-S 301 or MATH-K

310 or STAT-K 310

*Students may substitute any course from a departmentin the business school that ends in 271 or 272 for thesecourses (e.g., F271, A271, G272, L272)

Other Options Before I-Core• IUB General Education courses• Macroeconomics: ECON-E 202 or ECON-S 202

(H) - required before studying abroad with a Kelleyprogram

• Some business major courses; most majors have atleast one course that may be taken prior to I-Core

Other Required Courses and CreditsJunior/Senior Courses

• Macroeconomics: ECON-E 202/S202 (P: E201; 3cr.) E202 is a required course that may be taken atany time but must be taken prior to graduation andprior to studying abroad with a Kelley program.

• Ethics & the 21st Century Business Leader:BUS-L 375/L376 (P or C: I-Core; 2 cr.) L375(L376 Honors) may be taken concurrently with I-Core or after I-Core; it must be completed prior tograduation.

• Students who take Standard I-Core, also takeStrategic Management: BUS-J 375 (P: I-Core;3 cr.) J375 must be taken after I-Core and prior tograduation.

• Students who take Honors I-Core, also takeManaging and Behavior in Organizations:Honors: BUS-Z 304 (P: Junior Standing; 3 cr.)Z304 is required for Business Honors students andmust be taken prior to graduation.

Major CoursesAll Kelley students must complete one of twelve businessmajors, consisting of 15-31 credits (see departmentalsections on major requirements). Some students alsochoose to pursue a co-major in addition to their primarymajor or to add a second primary major to their course ofstudy. Students should consult with their Kelley academicadvisors and career coaches to determine whether/howa second or third major would match their interests or addvalue to their professional portfolios.

Non-Business Minor CoursesKelley students are encouraged to pursue minors outsideof the business school to further explore their interestsand round out their college experiences. Kelley academicadvisors and career coaches can help students evaluatehow outside minors might enhance their professionalportfolios.

Supplemental Credits to Reach 120 GraduationCreditsAll Kelley students must complete at least 120 credits,with an overall GPA of 2.0, in order to be eligible forgraduation. Students should confer with their Kelleyacademic advisors to determine if, after completing allother degree requirements, they need to take additionalcourses to satisfy this requirement.

Majors by Department• Department of Accounting• Department of Business Economics and Public

Policy• Department of Business Law and Ethics• Department of Finance• Department of Management and Entrepreneurship• Department of Marketing• Department of Operations and Decision

Technologies

Department of AccountingUndergraduate Accounting MajorThe Bachelor of Science (B.S.) in Business accountingcurriculum prepares students for careers in auditing,corporate accounting, consulting, government and not-for-profit organizations, and taxation. It equips the prospectivebusiness executive with tools for intelligent analysis,planning, control, and decision-making. Graduates ofthis program are among the leaders of the professionand the worldwide business community. The accountingcurriculum also provides an excellent foundation for thestudent who wants to pursue graduate work in business,public administration, or law. Because this curriculum ishighly structured—most of the courses must be taken in acertain order—interested students should select this majoras soon as possible in order to graduate within four years.

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Internships in business or government are available on aselective basis during the fall, spring, and summer terms.Fall is an ideal time to apply for an accounting internship,as the majority of public accounting internships are springsemester positions. The Undergraduate Career ServicesOffice can provide further information about internships.

Accounting graduates who meet the requirements ofthe State Board of Public Accountancy of Indiana areeligible to sit for the Uniform CPA Examination in Indiana.Those who wish to engage in public accounting practice inIndiana as certified public accountants should familiarizethemselves with the rules and regulations issued by theIndiana State Board of Public Accountancy, 912 StateOffice Building, Indianapolis, IN 46204. Most states,including Indiana, now require accounting professionalswho wish to be licensed as certified public accountantsto complete 150 credit hours of education. The KelleySchool Graduate Accounting Programs offer two graduateprograms for individuals who wish to fulfill the educationrequirements necessary to sit for the CPA examinationwhile preparing for a lucrative career in the accountingprofession. Students planning to practice outside Indianashould consult the CPA licensing board in their intendedstate of residence. More information can be found atwww.cpa-exam.org or www.nasba.org.

Accounting Major Requirements: A311, A312, A325,A329, C301, A337, A424 and either A422 or A437.Students must also select a 9 credit hour supportingconcentration in a business discipline other thanaccounting.

Graduate Accounting Programs

The Master of Business Administration in Accounting(MBA/A) is referred to as the “3/2 MBA program” andis designed for Kelley School students majoring inaccounting or finance. Students spend three years inundergraduate study at Kelley, apply for admission inthe fall of the junior year, and then complete two yearsin graduate study. Students work in student teams;coursework is delivered in a workshop format by top-ranked faculty members. The hallmark of the market-driven curriculum is the “experiential learning” componentwhich might include an assignment abroad as wellas a capstone business simulation, a field consultingproject, learning laboratories, and case studies. Aftercompleting the 1st year business core, 2nd year studentstake coursework consistent with their career goalsin accounting or finance. Graduates take positionsin financial services, investment banking, and publicaccounting (audit, tax). Rather than graduating with abachelor’s degree, starting a career, and then having tointerrupt it later to come back to school for two years,students stay one additional year at Kelley and earnboth a B.S. and an M.B.A degree as well as satisfyingthe 150-hour requirement to sit for the CPA exam, ifthey choose. Admission to the program is competitive.Students interested in the program should meet with anundergraduate business advisor to plan a course of studythat includes the necessary prerequisite coursework andstay “MBA ready.” With careful planning, qualified studentsare ready to apply for admission in the fall term of thejunior year.

The Master of Science in Accounting (MSA) is a one-yeargraduate accounting degree program open to qualified

individuals who have completed a bachelor’s degree inbusiness from Indiana University or another accreditedcollege or university. Work experience is not required.MSA students develop valuable advanced skills in atechnical accounting curriculum while gaining “real-world” experience in a team-based, corporate-sponsoredconsulting project. Students take coursework in audit,taxation, or a blend of the two.

A graduate degree in accounting enables a studentto differentiate him or herself in the marketplace, getmore in-depth coursework in accounting or finance, gain“experience” in real-world situations, and be qualifiedand better prepared for the CPA examination. A post-graduation 6-week CPA review course is availableexclusively to Kelley’s graduate accounting students.For more information, contact the Graduate AccountingPrograms office in Suite 2000, on the bridge connectingthe two business buildings, visit the website at http://kelley.iu.edu/gap, or e-mail acctgrad@indiana.edu.

Department of Business Economicsand Public PolicyBusiness economics is playing an increasingly importantrole in managerial decision making in the UnitedStates and in international settings. Consequently, jobopportunities have expanded. Firms are particularlyinterested in the application of economic thinking,including game theory and predictive data analysis tobusiness strategy.. At the same time enterprises have alsobecome increasingly influenced by governmental rules,regulations, and policies. Specifically regulated industries,such as public utilities, have a need for individualsqualified to deal with the economic and administrativeproblems that they encounter as they face increasedcompetition and government scrutiny. The undergraduatemajors in business economics and public policy providestudents with training in the application of micro- andmacroeconomics to problems of strategic businessdecision making, the effect of governmental policies on thebusiness environment, and data analysis.

The department offers two majors: Economic Consultingand Public Policy Analysis.

Economic Consulting MajorThe undergraduate major in Economic Consultingprovides students with training in the application ofeconomic analysis to strategic business decisions. Thismajor intends to serve the growing business consultingmarket, the financial industry, as well as the in-housebusiness economist market. A growing number ofconsulting companies—such as A.T Kearney; AnalysisGroup, Inc.; Bain & Co.; Boston Consulting Group; Eco-Stat Corporation; Economics Resource Group; TheBrattle Group; Chicago Partners; Cornerstone Research;McKinsey & Co.; Law and Economics Consulting Group;Nathan Associates; and NERA—are providing theservices of business economic analysis to enterprisesthat do not want to develop in-house expertise in thisarea. Many financial industry firms such as Credit SwissFirst Boston, Ernst & Young, Deutsche Bank, LincolnInternational, and Lehman Brothers are actively hiringBEPP graduates Many large corporations in the fieldsof banking and finance, manufacturing, transportation,utilities, insurance, real estate, mining, and retailingemploy in house business economists and the Economic

16 September 16, 2013

Consulting major serves the needs of these companies aswell...

Economic Consulting Major Requirements: G303, G304,G345, G350, G400, G456, and G492.

Public Policy Analysis MajorThe major in Public Policy Analysis provides students withtraining in the application of micro- and macroeconomicsto the analysis of the effect of governmental policies,internationalcapital markets and terms of trade on thebusiness environment.

As job opportunities have expanded, firms have becomeparticularly interested in the fields of policy analysis,applied economics, and forecasting. As a result, mostpublic policy analysts are involved in a variety of tasksrather than in narrow or highly specialized work. Thus abroad (rather than specialized) education in public policyanalysis and business administration is advantageous.Analysts may be employed by companies in the fieldsof banking, manufacturing, transportation, utilities,insurance, real estate, finance, mining, and retailing. Inaddition, many trade associations, consulting firms, andgovernmental agencies employ public policy analysts.Public policy analysts help provide information to topmanagement for use in interpreting governmentalregulations. Their skills may be called upon to assist inwriting speeches, preparing testimony, or helping withcompany publications.

Public Policy Analysis Major Requirements: G303, G304,G345, G350, G406, and G494.

Department of Business Law andEthicsLegal Studies MajorThe business law department’s course offerings acquaintstudents with what is probably the most important externalfactor affecting business decisions: the law. Thesecourses provide an understanding of the nature, functions,and practical operation of the legal system. They alsoprovide considerable information about the most importantsubstantive legal rules facilitating and restricting businessconduct. Finally, they help develop both critical reasoningskills and an appreciation of the social, ethical, andeconomic forces that affect business.

Legal Studies Major Requirements: L201 (or L293), L470,three courses from L100, L250, L302, L307, L311, L312,L314, L315, L350, L356, L406. L408, and M429, plusone additional course from the above list or from D301,G406, Z404, JOUR-J 300, SPEA-V 450, or POLS-Y 304.Students must receive approval from the Department ofBusiness Law to count a course on law and public policynot listed here as the additional course. Three credit hoursin Business Law topics courses (L255, L355, or L455) maybe substituted for any of the above courses except forL201, L293, and L470.

Department of FinanceThe Finance department offers two majors: Financeand Real Estate. Students in both majors are requiredto complete the “Finance Core,” which consists of twocourses: F303 Intermediate Investments and F305Intermediate Corporate Finance. The Finance Coreprovides a rigorous treatment of the core concepts offinance and develops spreadsheet skills in financial

modeling. This core also provides a solid depth ofknowledge and serves as a foundation for all of the 400-level finance electives. A minimum grade of C- is requiredin each of these courses to be able to take 400-levelelectives. In addition, both majors include credit hours inaccounting which lay a critical foundation that employersdemand. An overall GPA of 2.0 is required for all coursescounting toward the major.

Finance MajorThe Finance major prepares students for careers infinance, including positions in five subfields: (1) corporatefinance positions, such as financial analyst or treasurer(F307, F402, F408), (2) investment positions, such asbroker, security analyst, portfolio manager, or trader(F335, F419, F420, F421), (3) banking positions, suchas credit analyst, loan officer, or branch manager (F446,G345), (4) international finance positions, such asworking in finance outside the U.S. or working in financein the U.S. arm of a multinational corporation (F494),(5) entrepreneurial finance positions, such as venturecapitalist or small business finance (F317). Nearly allof these courses further develop spreadsheet skills infinancial modeling. Detailed one-page course descriptionsare available at www.kelley.iu.edu/finance.

Finance Major Requirements: F303, F305, A310, A324and (A327 or A329), and twelve elective credits (six atthe 400-level) from F307, F317, F335, F390, F402, F408,F419, F420, F421, F446, F494, and G345.

Permitted Substitutions:

• A311 and A312 (combined) may substitute for A310and 3.0 credit hours of a 400-level finance elective.Credit is given for only one of A310 or (A311 and/orA312).

• A325 may substitute for A324 and (A327 or A329)• ECON-E 305 may substitute for BUS-G 345.

Real Estate MajorThe Real Estate major prepares students for careers incorporate real estate, investment analysis, appraising,financing, mortgage banking, property management, andresidential and commercial properties marketing. Thecurriculum emphasizes analytic techniques applicable toreal estate (R305), appraisal methods (R440), and thedecision-making process for acquiring, financing, andmanaging income-producing properties (R443). Realestate represents a substantial portion of the nation’swealth and is an important component of the investmentportfolios of many individual investors and financialinstitutions.

Real Estate Major Requirements: A310, F303, F305,L408, R305, R440, R443 and three elective credit hoursfrom A329, F307, F317, F335, F402, F408, F419, F420,F421, F446, F494, L409, and G345.

Department of Management andEntrepreneurshipThe Department of Management and Entrepreneurshipencompasses the areas of management andorganizations, human resource management,organizational behavior, strategic management,entrepreneurship, corporate innovation, andinternational business. The department offers majors in

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Entrepreneurship and Corporate Innovation, InternationalBusiness, and Management.

The Management Major provides students with a broad-based background that is particularly helpful as a secondmajor for students already majoring in a specific functionalor technical area (e.g., accounting, finance, operations,etc.). The Entrepreneurship and Corporate InnovationMajor is aimed at two types of students: those whowish to start their own firms (i.e., Entrepreneurship) andthose who wish to work in innovation areas at existingfirms (e.g., a new start-up at a large firm). Finally, theInternational Business Co-major is available for studentswho wish to be involved in global management, eitherworking abroad in global firms or working for US firms inareas that support their international operations.

Entrepreneurship and Corporate Innovation MajorThe image of business in the United States is often oneof mammoth national and multinational corporations. Toooften the role of the entrepreneur in the corporate settingand the importance of small businesses in the economyare overlooked. A vital cornerstone in sustaining the freeenterprise system is the continual birth of new enterprisesand the identification, encouragement, and nurturing ofentrepreneurial aspirations within larger organizations.

The Kelley School of Business, recognizing thecontributions of entrepreneurs and the interest shownby students, offers an entrepreneurship and corporationinnovation major. This major focuses on the special skillsand knowledge needed by entrepreneurs, managersof small and medium-sized firms, and innovators withincorporate contexts.

Entrepreneurship and Corporate Innovation MajorRequirements: W232/W233, W313, W406, W420, andF317 and 3 elective credits from W212 (if W212 is takenbefore I-Core), W409, J411/J420, Z340, Z404, Z447,A310, F307, F402, M303, and L311.

International Business Co-MajorU.S. firms have progressed far beyond the comparativelysimple stage of import-export operations in response tonew and dynamic patterns of international business. Manycompanies are becoming multinational, with productionunits in numerous foreign countries. Many foreign entitiesalso operate in the United States. For these reasons,private enterprise in the U.S. has become more intimatelyconcerned not only with international business but alsowith the underlying economic, political, and social trendsof foreign nations. The multidisciplinary internationalbusiness co-major focuses on these developments. Asa co-major, International Business must be declared inconjunction with another Kelley business major.

International Business Co-Major Requirements: D311,D312; Required Cross-Cultural Awareness: may besatisfied in one of three ways – 1) demonstrate foreign

language proficiency at 4t semester college level (orhigher) NOTE: If an international student from whomEnglish is not the first language demonstrate Englishproficiency by completing all required SLST courses andcompleting ENG-W 131 and BUS- C 204 with C gradesOR; 2) complete an approved semester or summerstudy abroad program of at least six credits, OR; 3)complete a total of six credit in two or more approvedshort-term international study programs; 9 elective credit

hours from (at least 3 credits must be BUS): D365,D411, D490, D496, F494, G256, G309, G494, L314,M355, M401, P256, X255, C330, D480, D488, Non-business internationally focused course, as approvedby the Chair of the Department of Management andEntrepreneurship (does not double-count for generaleducation requirements in 1996 and 2011 Kelley degrees).

Management MajorSociety recognizes the importance of developingmanagement skills and understanding the complex natureof the organizations under which managers operate,including business firms, government agencies, hospitals,universities and nonprofit organizations. Some coursesoffered in this major are concerned with broad aspectsof management such as the development of strategicplans and the organization designs and human resourcesneeded to support them. Other courses in this majorfocus on learning leadership skills needed to motivateindividuals and guide teams in support of organizationalgoals. The Management Major is especially useful asa second major to students who have a first major in atechnical or functional area (e.g., accounting, businesseconomics, finance, etc.) and hope to eventually becomemanagers in their fields, in which case they will need themanagement skills necessary to lead teams and motivatetheir subordinates.

Management Major Requirements: Z340, W430, Z447,J411/J420; 3-6 elective credit hours from D311, D312,W212, W232/W233, Z355, and Z404; 0-3 elective credithours from L312, L406, F402, M303, P320, G303, andA325.

Consulting WorkshopRequired courses: J420, X403 and X404.

Entrepreneurship-Lab (E-Lab) WorkshopRequired course: W409; Allows access to theHoosier Hatchery and Invitation to the UndergraduateEntrepreneurship Fellows Program

Department of MarketingMarketing MajorThe study of marketing concerns itself with all activitiesrelated to the marketing and distribution of goods andservices, from producers to consumers. Areas of studyinclude consumer behavior, the development of newproducts, pricing policies, institutions and channelsof distribution (including retailing, the Internet, andwholesaling), advertising and social media, professionalselling, sales promotion, marketing research, and themanagement of marketing to provide for profitable andexpanding businesses.

The marketing curriculum provides comprehensivetraining for students so they can approach problemswith a clear understanding both of marketing and ofthe interrelationships between marketing and otherfunctions of the firm. Marketing majors include studentsplanning careers in marketing management, professionalsales, corporate retailing, marketing research, brandmanagement, and advertising. Students may pursuewithin the curriculum a modest degree of specialization inthe area of their vocational interest.

Marketing Major Requirements: M303, M344, M346,M450, and nine elective credit hours from M255 (if taken

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prior to I-Core), M330, M355, M401, M402, M405, M407,M415, M419, M426, M429, M431, M432, and M455.

Department of Operations andDecision TechnologiesInformation and Process Management MajorThe Information and Process Management (IPM) major isdesigned to address information technology and businessprocess issues for operating and managing complexand distributed global businesses. Global businessenvironments are characterized by unprecedentedcompetitive pressures that demand innovative and speedysolutions. A key component of managing these fast-changing environments is the information systems thatenable, integrate, and optimize business processesacross the enterprise. The IPM major blends informationmanagement systems, decision sciences, and processmanagement concepts and is ideal for working in suchglobal environments. Many IPM graduates begin theircareers as business analysts or consultants, where theycan apply their information technology skills to solvebusiness problems in functional areas such as accounting,finance, marketing and supply chain management.Demand for IPM graduates is expected to remain high forthe foreseeable future, with average starting salaries likelyto continue as the highest among all majors available inthe Kelley School. The IPM major is ideal for studentswith an interest in information technology and systems,a high level of analytical ability, and a desire to work onchallenging problems in a business environment.

Information and Process Management MajorRequirements: S305, S307, S308 and K315 and twelveelective credit hours from S310, K317, S400 (or A337),K410, S428, S433, K450 and S450.

Technology Management Co-MajorThe evolution of organizations into digital enterprises hascreated a strong demand for employees who understandand can integrate business practices, functional disciplineknowledge, and information technology concepts. Theintent of the Technology Management (TM) co-majoris to provide Kelley School students the opportunityto complement their primary major with informationtechnology and process management related coursework.Given the pervasiveness of information technologiesin organizations, this combination of knowledge isvery attractive to many potential employers, especiallyconsulting firms. The TM co-major is flexible in courserequirements and can thus be easily combined with aprimary business major to create a very attractive doublemajor. Students pursuing this co-major are required totake four courses. As a co-major, TM must be declared inconjunction with another Kelley business major.

Technology Management Co-Major Requirements: S307,K315, S400 (or A337) and three elective credit hours fromS305, S310, K317 and S450.

Supply Chain Management MajorGlobalization has changed the nature of the locations inwhich companies sell their products —and those in whichthey source (make and buy) their components for variousproducts. All of this has focused management on theneed to have supply lines coming from the best sourcesof raw materials all the way through to the customer, nomatter where they are in the world. Corporations around

the world are using supply chains to effectively innovatein the global marketplace and gain core competencies.These global economic environments have thrust thearea of Supply Chain Management (SCM) to the forefrontof business prominence and practice where companiesare focusing on developing efficient and effective SupplyChains in order to obtain a competitive advantage. Bycoordinating both product and information flow, supplychain management has become a hot area and offersexciting new careers in areas such as strategic sourcing,distribution and logistics, and business analysis, bothin corporations and consulting firms. The Supply ChainManagement major is a blend of Operations Managementwith advanced SCM concepts and analytical modelingand focuses on developing and managing efficient andeffective supply chains.

Supply Chain Major Requirements: P320, P421, P429,P431, K410 and six elective credit hours from A325, F305,F307, K315, K317, M303, M342/343, P355, S305, S307,S400 (or A337), and Z404.

Operations Management MajorThe Operations Management major allows studentsto tailor their interests in either line or staff positions inconcert with any firm or industry including manufacturing,consulting, distribution and financial operations. TheOperations Management major offers career opportunitiesin consulting or in corporate positions in specialtiessuch as strategic planning, merchandising, materialsmanagement, financial management, and audit and qualityassurance. It is a perfect complement as a second majorto functional areas such as finance, accounting, andmarketing.

Operations Major Requirements: P320, P421, P429 andsix elective credit hours from A325, F305, F307, K315,K317, M303, M342/343, P355, S305, S307, S400 (orA337), and Z404.

Minors and CertificateOptional Minors for Kelley StudentsStudents in the Kelley School may elect to completethe requirements for a minor in another IU BloomingtonSchool. The department offering the minor defines therequirements for the minor and students are requiredto follow that department’s rules regarding grades,prerequisites, and course requirements.

Minors for Non-Kelley StudentsStudents pursuing a baccalaureate degree on theBloomington campus in the College of Arts and Sciences;the School of Music; the School of Public Health; theSchool of Continuing Studies; the School of Informatics; orthe School of Public and Environmental Affairs may obtainone or more minors in business by successfully fulfillingthe appropriate requirements. Courses may not be takenthrough independent study/correspondence; all 300/400level courses must be taken on the IU Bloomingtoncampus; courses may not be taken pass/fail. The Collegeof Arts and Sciences, School of Continuing Studies, andSchool of Journalism require a grade of C- or higher ineach course (except for K201, which requires a gradeof C or higher), and an overall GPA of 2.0 in all coursesrequired for the minor. All other units or schools on theIU Bloomington campus require a grade of C in K201and an overall GPA of 2.0 in all courses required for

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the minor. The College of Arts and Sciences limits thenumber of credit hours outside the College that will counttoward their degree; see the College of Arts and SciencesBulletin for details. Students who are unclear aboutrequirements or minimum grades should check with theCollege Recorder’s Office, in Owen Hall.

It is the student’s responsibility to check with his or herindividual school to make sure the proper proceduresfor declaring the minor and completing requirements arefollowed. Students completing a business minor shouldfill out an online application or the Application for Minorform in the Recorder’s Office of the school in which theyintend to graduate in order to have the minor listed on theirtranscripts. If a school has not yet accepted a minor forinclusion in transcripts, a business academic advisor maywrite a letter stating that a student has completed all thecoursework required for a particular minor.

Students should meet with an advisor from their majordepartment to ensure that program planning is accurate.

• Minor in Business• Minor in Entrepreneurship and Small Business

Management• Minor in Financial Literacy• Minor in Marketing• Bachelor of Science in Music and an Outside Field in

Entrepreneurship

Certificate for Non-Kelley Students• Business Foundations Certificate

Minor in BusinessThe 21-credit Minor in Business is intended for non-business majors who have personal or career goals thatwill be reinforced by business coursework.

Requirements for the Minor in Business are:• Complete 26 or more credit hours of college work

that counts toward graduation and be admittedto an appropriate degree-granting school at IUBloomington.

• Successfully complete the following courses• BUS-A 200 or BUS-A 201 or BUS-A 202 (3 cr.)• BUS-K 201 (3 cr.)1

• BUS-L 201 (3 cr.)

• Successfully complete four of the following electivecourses:

• BUS-F 300 (3 cr.)• BUS-G 300 (3 cr.)• BUS-M 300 (3 cr.)• BUS-P 300 (3 cr.)• BUS-Z 302 or BUS-J 306 (3 cr.)

NOTE: ECON-E 201 is recommended to round out thestudent’s minor in Business but not required.

1 CSCI majors may substitute CSCI-C 211 for BUS-K 201if they are pursuing a business minor; however, if theychange majors or become business majors, they musttake BUS-K 201.

Minor in Entrepreneurship and SmallBusiness ManagementThe 21-credit Minor in Entrepreneurship and SmallBusiness Management is intended for non-businessmajors who have aspirations and goals in businessthat will require entrepreneurial skills. Such studentsmight plan to open businesses of their own or work forsmaller and/or family-owned businesses. As an alternativeto the more traditional minor in business, the minor inentrepreneurship and small business management couldfulfill such students’ educational needs while allowingthem to pursue their career goals more directly.

Requirements for the Minor in Entrepreneurship andSmall Business Management are:

• Complete 26 or more credit hours of college workthat counts toward graduation and be admittedto an appropriate degree-granting school at IUBloomington.

• Successfully complete the following courses• BUS-A 200 or BUS-A 201 or BUS-A 202 (3 cr.)• BUS-K 201 (3 cr.)1

• BUS-L 201 or BUS-L 311 (3 cr.)• BUS-W 212 (3 cr.)• BUS-M 300 (3 cr.)• BUS-W 300 (3 cr.)

• Successfully complete one of the following electivecourses (Note: Students who matriculated to IUBloomington prior to fall 2003, do not need to takean elective for this minor):

• BUS-F 300 (3 cr.)• BUS-G 300 (3 cr.)• BUS-P 300 (3 cr.)• BUS-Z 302 or BUS-J 306 (3 cr.)

1CSCI majors may substitute CSCI-C 211 for BUS-K 201if they are pursuing a business minor; however, if theychange majors or become business majors, they musttake BUS-K 201.

Minor in MarketingThe 21-credit Minor in Marketing is intended for non-business majors who have aspirations and goalsin business that will require marketing skills. As analternative to the more traditional Minor in Business, theMinor in Marketing fulfills such students’ educationalneeds while allowing them to pursue their own careergoals more directly.

Requirements for the Minor in Marketing are:• Complete 26 or more credit hours of college work

that counts toward graduation and be admittedto an appropriate degree-granting school at IUBloomington.

• Successfully complete the following courses• BUS-A 200 or BUS-A 201 or BUS-A 202 (3 cr.)• BUS-K 201 (3 cr.)1

• BUS-L 201 (3 cr.)• BUS-M 300 (3 cr.)• BUS-M 311 or BUS-M 312 (3 cr.)

• Successfully complete two of the following electivecourses:

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• BUS-M 311 or BUS-M 312 (if not used forrequired course above) (3 cr.)

• BUS-F 300 (3 cr.)• BUS-G 300 (3 cr.)• BUS-P 300 (3 cr.)• BUS-Z 302 or BUS-J 306 (3 cr.)

1CSCI majors may substitute CSCI-C 211 for BUS-K 201but if they change majors or become business majors,they must take BUS-K 201.

Business Foundations CertificateProgramThe Kelley School offers a 30 credit hour certificateprogram in the fundamentals of business. All coursesrequired in the Business Foundations Certificate Programare introductory and may be applied toward a four-yeardegree. Students who are not pursuing four-year degrees,may also complete the Business Foundations Certificateas non-degree-seeking students.

Policies and criteria for the Business FoundationsCertificate are;

• Achieve a minimum 2.0 cumulative GPA in all IUcourses; if EX is used for any IU courses, the EXpolicy of the student’s home school will be honoredin calculating the overall GPA.

• Pass all courses required for the certificate• Achieve a 2.0 cumulative GPA all courses counting

toward the BFC; if courses are retaken or extraelectives are taken, the set of courses with thehighest grades will be used to calculate thecumulative BFC GPA

• A maximum of two courses, counting toward theBFC, may be taken at a campus other than IUBloomington

• 300 and 400 level course work must be completedon the IU-Bloomington campus.

• Online or hybrid courses offered within a semestercontext, with homework deadlines and instructorinteractions may be used. However, of thecoursework may be taken in a self-paced,independent study format.

• All exceptions should be referred to the KelleySchool of Business Petitions Committee.

Requirements for the Business FoundationsCertificate are:

• Successfully complete the following courses• ECON-E 201 (3 cr.)• ECON-E 202 (3 cr.)• BUS-A 200 or BUS-A 201 or BUS-A 202 (3 cr.)• BUS-F 260 (3 cr.)• BUS-X 100 or BUS-G 100 (3 cr.)

• Successfully complete at least two elective courses:• BUS-D 270 and X271* (3 cr. combined)• BUS-G 300 (3 cr.)• BUS-J 306 (3 cr.)• BUS-K 201 with a minimum grade of C (3 cr.)**• BUS-L 100 (3 cr.)• BUS-L 201 (3 cr.)• BUS-L 408 (3 cr.)

• BUS-M 300 (3 cr.)• BUS-P 300 (3 cr.)• BUS-R 300 (3 cr.)• BUS-W 212 (3 cr.)• BUS-W 300 (3 cr.)• BUS-C 204 (3 cr.)• BUS-C 330 (3 cr.)

• Successfully complete additional elective credits toreach a total of 30 credits. These credits may betaken from any department on the IU Bloomingtoncampus.

In addition to satisfying course requirements, candidatesfor the Business Foundations Certificate must applyonline at https://kelley.iu.edu/ugradapps/onlineapps/signin/2yeardeg_app.cfm.

Questions about the Business Foundations Certificateshould be directed to Kelley academic advisors.

*Students may substitute any business course counting forthe Global Foundations Core for X271 (e.g., A271, F271,G275, etc.).

*CSCI majors may substitute CSCI-C 211 for BUS-K 201but if they change majors or become business majors,they must take BUS-K 201.

Minor in Financial LiteracyThe 21-credit Minor in Financial Literacy is intendedfor students who desire an appreciation of financialmarkets, concepts and tools without having to becomefull-fledged business students. Many non-business majorscan be more effective in their careers with a deeperunderstanding of the financial environment in which theyoperate. The goal of the minor is fill this need; it will allownon-business professionals (journalists, governmentofficials, lawyers, public relations professionals, etc.) tobe able to write newspaper articles or think about publicpolicy issues, for example, based on sound financialconcepts. They will also be able to do the basic financialanalysis that may be relevant to work in places such aslaw firms or an ad agencies. In this minor, students learnbasic financial concepts and financial terminology andbecome familiar with financial institutions and issues.

Requirements for the Minor in Financial Literacy are:• Complete 26 or more credit hours of college work

that counts toward graduation and be admittedto an appropriate degree-granting school at IUBloomington.

• Successfully complete the following courses• BUS-A 200 or BUS-A 201 or BUS-A 202 (3 cr.)• BUS-K 201 (3 cr.)1

• BUS-F 260 (3 cr.)• BUS-F 262 (3 cr.)• BUS-F 300 (3 cr.)

• Successfully complete two of the following electivecourses:

• BUS-G 300 (3 cr.)• BUS-L 201 (3 cr.)• BUS-M 300 (3 cr.)• BUS-P 300 (3 cr.)• BUS-R 300 (3 cr.)

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• BUS-Z 302 (3 cr.) or BUS-J 306 (3 cr.)

1CSCI majors may substitute CSCI-C 211 for BUS-K 201if they are pursuing a business minor; however, if theychange majors or become business majors, they musttake BUS-K 201.

Bachelor of Science in Music and anOutside Field in EntrepreneurshipThe Bachelor of Science in Music with an Outside Fieldin Entrepreneurship focuses on two major themes: (1)innovative career development in music and the arts, and(2) an infusion of entrepreneurial thinking for the purposeof generating greater cultural leadership among musicstudents. A total of 27 credit hours must be completed forthe “Outside Field in Entrepreneurship”.

• BUS-A 200• BUS-K 201• BUS-L 311 (preferred) OR BUS-L 201• BUS-F 300 OR BUS-P 300• BUS-M 300• BUS-J 306 OR BUS-Z 302• BUS-G 300 OR ECON-E 201• BUS-W 212• BUS-W 300

Johnson Center for Entrepreneurship & CulturalLeadership (JCECL)Located in the Jacobs School of Music, this extracurricularprogram is enthusiastically supported by Dean GwynRichards as a way to enhance the innovative careers ofmusicians and artists. This program offers students in themusical arts an opportunity to learn some of the businessprinciples necessary to enhance their careers.

Academic Honors and Awards• Business Honors Program• Kelley School Academic Honors

Kelley School Academic HonorsDean’s Honor ListAll undergraduate students in the Kelley School witha semester grade point average of 3.8 or higher arerecognized on the Dean’s Honor List. Students whosenames appear on the Dean’s Honor List after either asemester or summer session are honored at HonorsConvocation. For information: http://www.indiana.edu/~ceremony/honors/index.shtml.

Academic Distinction Academic distinction for excellence in scholarship isawarded at Commencement to a limited number ofstudents graduating in business with the Bachelor ofScience degree. All students graduating with distinctionmust have completed at least 60 credits at IndianaUniversity. Graduates receiving these honors have themso noted on their diplomas and in the Commencementprogram and are eligible to wear the cream and crimsonfourragère at Commencement. Students must completetheir final semester with a grade point average sufficientto warrant the diploma and transcript notation of academicdistinction.

• Highest Distinction: GPA of 3.900-4.000

• High Distinction: GPA of 3.800-3.899• Distinction: GPA of 3.700-3.799

Beta Gamma Sigma Honor SocietySince 1923, top business students at Indiana have beeninvited to join the international honor society Beta GammaSigma. Undergraduate membership in Beta GammaSigma is restricted to the top 10% of the senior class andthe top 10% of second semester juniors.

Delta Sigma Pi Scholarship KeySince 1912, Delta Sigma Pi has annually awarded theScholarship Key at each college or university where theFraternity maintains an active chapter. The ScholarshipKey is presented to the graduating student with thehighest cumulative academic average toward a degree inbusiness administration, regardless of whether the personis or is not a member of Delta Sigma Pi. In cases wheretwo or more students exactly tie for the highest academicaverage, additional Scholarship Keys are awarded.

Dean William A. Rawles Memorial Key AwardOriginating in 1939, the Rawles Key is awarded annuallyto a single senior student who is ranked in the top 1%of the senior class and who represents the highestachievement in both academic and extracurricularactivities. Senior Scholastic Award recipients are invited toapply for this monetary award.

Senior Scholastic AwardsThe Senior Scholastic Award recognizes the top 1% ofgraduating seniors.

Business Honors ProgramThe Kelley School of Business Honors Program is a highlyselective academic experience that provides students withincreased challenges and innovative learning experiences.The program facilitates students attaining their potentialboth inside and outside the classroom through specialcurricula, leadership opportunities, increased networkingopportunities, and the individual student/faculty interactionthat is necessary to fully develop those students whopossess the capacity and motivation to excel.

Admission and EligibilityStudents who are applying to or have been admitted tothe Kelley School, who will have completed 26 credithours of college coursework, and will have earned aminimum cumulative grade point average of 3.7 by theend of the freshman year, may apply for admission to theBusiness Honors Program. Students apply online, at http://www.kelley.iu.edu/ugrad/academics/honors.cfm, betweenFebruary 1 and April 1. They are admitted only for the fallsemester of the sophomore year. Applicants are evaluatedon the basis of their grade point average, participation inextracurricular activities as illustrated on their resumes,demonstrated leadership ability, faculty recommendation,and a brief writing sample.

To maintain eligibility and membership in the BusinessHonors Program, students must maintain a minimumcumulative grade point average of 3.5 throughout theprogram of study and/or earn semester grade pointaverages over 3.0.

Honors CurriculumHonors courses enable academically talented studentsto engage in a rigorous and challenging course of study

22 September 16, 2013

while enjoying the benefits of smaller classes and closerfaculty involvement.

Once admitted, honors students are required to participatein a team-building orientation, complete at least nine credithours of honors courses, and take the honors version of I-Core in the fall semester of the junior year. Honors I-Coreincludes an integrating exercise and is usually taught bytenured faculty.

As seniors, honors students must complete acapstone. There are three options. Two optionsallow students to receive three credits: a supervisedindependent research project (BUS-X 496), or a senior-level leadership seminar (BUS-Z 494). Choices forindependent research include a traditional researchpaper, a business plan, or an industry analysis. Theresearch is supervised by a faculty member of the KelleySchool. Topics taught in Z494 are chosen each semesterby faculty and might include leadership, globalization,negotiation, and professionalism. The third way to fulfillthe capstone is to serve as a member of the HonorsLeadership Team. The HLT is a group of top honorsseniors selected from an application process. They mentoryounger students and help coordinate events for theHonors Program. Students accepted into the 3/2 MBAin Accounting Program are exempt from the capstonerequirement.

Business Honors students are also required toeither complete an internship or participate in an overseasstudy program.

Upon graduation, students who have successfullycompleted the program will have “with DepartmentalHonors” noted on their diplomas and transcripts.

Overseas StudyThe Kelley School offers students the opportunity todiscover the culture of a different country through a fall,spring, or summer of study overseas. The students learnabout international business and the economic, social,and political environment of the country in which theyare living. These programs may give students furtheropportunities to visit governmental and political agencies,as well as multinational firms. Several of the programsinclude internships.

Qualified students may participate in the followingprograms:

Semester-long Programs1. Barcelona, Spain (a minimum of 2 semesters of

college-level Spanish required for the IES program;4 semesters of college level Spanish for the CIEEprogram; 4 semesters for the ESADE exchangeprogram; some courses taught in Spanish)

2. Budapest, Hungary3. Cairo, Egypt4. Copenhagen, Denmark5. Glasgow, Scotland (exchange program with

University of Strathclyde)6. Hong Kong, China (exchange programs offered

through City University and Hong Kong University ofScience and Technology)

7. CIC London Internship8. Maastricht, Netherlands

9. Milan, Italy (no language required for the IESprogram, 2 semesters of college level Italianpreferred for the Bocconi exchange program)

10.Rouen, France (4 semesters of college-level Frenchrequired; some courses taught in French)

11.Santiago, Chile12.São Paulo, Brazil13.Seville, Spain (5 semesters of college-level Spanish

required; all courses taught in Spanish)14.Shanghai, China15.Singapore (exchange with National University of

Singapore)16.Sydney, Australia17.Vallendar, Germany (4 semesters of college level

German preferred, exchange with WHU)18.Vienna, Austria

Summer Programs1. Barcelona, Spain, IES internship (8 weeks and a

minimum of 4 semesters of College-level Spanishrequired) NO I-CORE REQUIRED

2. Beijing, China (2 weeks and 3 credits) NO I-COREREQUIRED

3. Cairo (7 weeks)4. Dublin Internship (8 weeks) NO I-CORE REQUIRED5. Copenhagen, Denmark (6 weeks)6. IES London Internship (8 weeks) NO I-CORE

REQUIRED7. London School of Economics (6 weeks)8. Maastricht, the Netherlands (6 weeks)9. Seville, Spain Internship (8 weeks) NO I-CORE

REQUIRED10.Shanghai Internship (8 weeks) NO I-CORE

REQUIRED11.Sydney, Australia internship (8 weeks) NO I-CORE

REQUIRED

These academic programs enable students to earnIndiana University credits (3-6 credits hours in thesummer and 14-16 credit hours during the semester) byattending classes taught by faculty from the host university(exceptions to the language of instruction noted above).Typically, business students participate in these programsduring the junior or senior year. The Integrative Core andECON-E 202 are prerequisites for participation in mostKelley School overseas study programs. A GPA of 3.0 ispreferred for acceptance to all programs.

Approved overseas study programs in which students takesix or more credits while abroad for six or more weeks,satisfy the IU-Bloomington General Education WorldLanguages and Cultures requirement.

Short Term Programs1. Kelley in Oxford (3 credits, 3 weeks in summer)2. Business in a Flat World (3 credit spring course for

direct admit Kelley freshmen, 10 day summer studytour to India)

3. Sales for Social Impact (3 credit spring course, studytour to Central American or Caribbean country overspring break)

September 16, 2013 23

CoursesThe courses listed in this bulletin represent the KelleySchool’s complete undergraduate offerings at the time ofpublication.

The number of credit hours given in a course is indicatedin parentheses following the course title.

The abbreviation “P” refers to the course prerequisite orprerequisites; the abbreviation “C” refers to the course co-requisite or co-requisites.

Some of the courses listed are offered infrequently.Students are advised to check with the departments todetermine when a course will be offered.

Key to Course Codes

AFRO African American andAfrican Diaspora Studies

AMST American StudiesANTH AnthropologyAST AstronomyBIOL BiologyBUS BusinessCHEM ChemistryCMCL Communication and CultureCMLT Comparative LiteratureCOAS College of Arts and

SciencesCSCI Computer ScienceECON EconmicsEDUC EducationENG EnglishFINA Fine ArtsHIST HistoryHON HonorsHPER Health, Physical Education,

and RecreationHPSC History and Philosophy of

ScienceJOUR JournalismMATH MathematicsMUS MusicPHIL PhilosophyPHYS PhysicsPOLS Political SciencePSY PsychologyREL Religious StudiesSLAV Slavic Languages and

LiteratureSOC SociologySPEA Public and Environmental

AffairsTHTR Theatre and Drama

Accounting• BUS–A 100 Basic Accounting Skills (1 cr.) A100

is an I-Core prerequisite and required of all businessmajors. Introduces students to the accounting

and financial information environment of thefirm. Presents information including (1) financialaccounting, (2) auditing and assurance, (3)management accounting, and (4) tax accounting.Includes current real-world examples taken from thepopular business press. Provides students with thefoundation necessary for higher-level accountingcourses.

• BUS–A 200 Foundations of Accounting (Non-majors) (3 cr.) Only for non-business majors.This course addresses the role of accounting insociety and business, with a special emphasison fundamental concepts and the basic design ofaccounting systems. For non-business majors whoare interested in learning about how accountingaffects their lives and businesses. Not open tobusiness majors. No credit toward a degree inbusiness. Credit not given for both A200 and (A201or A202).

• BUS–A 201 Introduction to Financial Accounting(3 cr.) P: A100. A201 is an I-Core prerequisite andrequired of all business majors. Provides balancedcoverage of the mechanics, measurement theory,and economic context of financial accounting.Strikes a balance between a preparer's and auser's orientation, emphasizing that students mustunderstand both how transactions lead to financialstatements (preparer's orientation) and how one caninfer transactions given a set of financial statements(user's orientation). Relies on current, real-worldexamples taken from the popular business press.First part of the course introduces students tothe financial accounting environment, financialstatements, the accounting cycle, and the theoreticalframework of accounting measurement. Secondpart of the course covers the elements of financialstatements, emphasizing mechanics, measurementtheory, and the economic environment. Credit notgiven for both A201 and (A205 or A200).

• BUS–A 202 Introduction to ManagerialAccounting (3 cr.) P: A100. A202 is an I-Coreprerequisite and required of all business majors.Concepts and issues associated with the accountingand management of business; particular emphasisis given to understanding the role of accountingin product costing, strategic decisions, costingfor quality, cost-justifying investment decisions,and performance evaluation and control of humanbehavior. Credit not given for both A202 and (A207or A200).

• BUS–A 205 Honors Introduction to FinancialAccounting (3 cr.) P: A100 and students mustbe admitted to the Hutton Honors College or theBusiness Honors Program. A205 substitutes forA201, an I-Core prerequisite that is required of allbusiness majors. Concepts and issues associatedwith corporate financial reporting; particularemphasis is placed on understanding the role offinancial accounting in the economy, how differentaccounting methods affect financial statements, anddeveloping a basis for lifelong learning. Credit notgiven for both A205 and (A201 or A200).

• BUS–A 207 Honors Introduction to ManagerialAccounting (3 cr.) P: A100 and students mustbe admitted to the Hutton Honors College or theBusiness Honors Program. A207 substitutes for

24 September 16, 2013

A202, an I-Core prerequisite that is required of allbusiness majors. This course is about developingand using measurement systems to support firms'internal decision making. The course shows studentshow accounting information fits into the dynamics ofmanaging a complex entity and provides studentswith a conceptual framework for using managerialaccounting practices to solve economic problems.Credit not given for both A207 and (A202 or A200).

• BUS-A 271 Global Business Analysis –Accounting (1.5 cr.) P: D270 with a grade of C orbetter. Provides students with an understandingof the major dimensions of global accounting,the factors affecting preparers and users ofglobal accounting, and the relative impact ofvarious dimensions on countries, companies, andstakeholders.

• BUS-A 272- Global Business Immersion –Accounting (3 cr.) P: D270 with a grade of C orbetter. Provides students with an understandingof the major dimensions of global accounting,the factors affecting preparers and users ofglobal accounting, and the relative impact ofvarious dimensions on countries, companies, andstakeholders. Includes an overseas trip to Geneva,Switzerland to visit businesses, governmental, andnon-profit organizational to learn first-hand theimpact of global accounting.

• BUS–A 310 Management Decisions and FinancialReporting (3 cr.) P: (A201 or A205) and (A202or A207), each course with a grade of C or better.Accounting majors must take A311 and A312(not A310). Provides students with a thoroughunderstanding of the theoretical foundationsunderlying financial reporting, the rules used byaccountants to measure the effects of businessdecisions and to report the effects to externalparties, the use of judgment in financial reporting,and the transformation of cash flow decisions intoaccrual-based and cash-based financial statements.Students are expected to develop technical,analytical, and interpretive skills related to economictransactions and accrual-based financial statements.Credit not given for both A310 and (A311 or A312).

• BUS–A 311 Intermediate Accounting (3 cr.)P: (A201 or A205) and (A202 or A207), eachcourse with a grade of C or better. Providesstudents with a thorough understanding of thetheoretical foundations and mechanics underlyingfinancial reporting. This rigorous course is suitablefor students seeking a career in accounting orfinance. The course's primary objective is to givestudents the tools necessary to understand andexecute appropriate accounting procedures,with an appreciation of the broader context inwhich accounting information is produced andutilized. A311 provides an overview of the financialstatements and then focuses in more detail onrevenue recognition, current assets, long-termassets, and accounting for investments. Credit notgiven for both A311 and A310.

• BUS–A 312 Intermediate Accounting II (3 cr.)P: A311 with a grade of C or better. Providesstudents with a thorough understanding ofaccounting for long-term liabilities and debtinvestment, stockholders' equity, and preparation

of cash flow statements. Course's first objective isto give students the tools necessary to understandand execute appropriate accounting procedures.Course's second objective is to help studentsunderstand the process through which accountingstandards are determined and to evaluate theoutcomes of that process from the perspectivesof managers, shareholders, auditors, and others.Students will learn to assess competing accountingtheories and methods from multiple perspectives.Credit not given for both A312 and A310.

• BUS–A 324 Cost Management (1.5 cr.) P: (A201or A205) and (A202 or A207), each course with agrade of C or better. Accounting majors must takeA325 (not A324). Product costing and strategiccost management. Covers several accountingsystems and techniques that ascribe costs toproducts, services, and other activities, and thecosting systems' potential effects on businessdecisions in light of a firm's strategic, technological,and environmental position. Particular emphasisis placed on interpretation of the numbers andanalyses generated by various accounting systems.Credit not given for both A324 and A325.

• BUS–A 325 Cost Accounting (3 cr.) P: (A201 orA205) and (A202 or A207), each course with a gradeof C or better. Enables the student to prepare, use,and critically evaluate management accountinginformation for purposes of strategic decisionmaking, planning and control, product costing,and performance measurement and evaluation.Particular emphasis is placed on interpretation ofthe numbers and analyses generated by variousaccounting systems in order to make effectivemanagerial decisions. Credit not given for both A325and A324.

• BUS–A 327 Tax Analysis (1.5 cr.) P: (A201 orA205) and (A202 or A207), each course with agrade of C or better. Accounting majors must takeA329 (not A327). Provides a business frameworkfor tax planning and decision making. Applicationsinclude selection of savings vehicles for individuals,comparison of business entities, compensation taxplanning, and international tax planning. Credit notgiven for both A327 and A329.

• BUS–A 329 Taxes and Decision Making (3 cr.)P: (A201 or A205) and (A202 or A207) each coursewith a grade of C or better. Provides a businessframework for tax planning and decision makingbased on discounted, after-tax cash flows. Technicaltax topics are covered within the context of theframework. Credit not given for both A329 and A327.

• BUS–A 337 Accounting Information Systems(3 cr.) P: I-Core. The course’s primary objective isto build upon, extend, and facilitate the integration ofbusiness and technical knowledge to help studentssucceed as managers in a technology-intensive,corporate environment. Through the use of a varietyof cases, the course enables students to understandhow information technology can be used to achievecompetitive advantage, and to improve decisionmaking, business processes, operations, andorganizational design. Taught concurrently withBUS-S 400; Accounting majors should enroll in A337to meet state CPA educational requirements. Creditnot given for both A337 and S400.

September 16, 2013 25

• BUS–A 422 Advanced Financial Accounting I(3 cr.) P: A312 or A 310 with a grade of C or better.Generally accepted accounting principles as appliedto partnership accounting, business combinations,financial reporting for combined entities, foreign-currency and hedging issues, derivatives, segmentreporting and goodwill allocation/impairment.Particular emphasis is given to consolidated financialstatements.

• BUS–A 424 Auditing & Assurance Services(3 cr.) P: A312 with a grade of C or better.Objectives of course are to provide students withan understanding of: (1) the auditing environmentand professional ethics; (2) audit reports and theconditions under which alternatives are used; (3)basic auditing concepts; (4) audit evidence anddocumentation; (5) analytical reviews; (6) the auditrisk model; (7) review and documentation of internalcontrols; (8) audits of cycles; (9) statistical sampling;and (10) audit objectives and audit procedures formechanized systems. Emphasis is on the conceptualdevelopment of the subject matter, the nature ofprofessional practice, and the technology of auditing.

• BUS–A 437 Advanced Management Accounting(3 cr.) P: A325 with a grade of C or better. Objectiveof course is to provide students with advancedmanagerial accounting knowledge and skills.Emphasis is on strategic decision making andmanagement control systems. Students will providecase analyses and presentations.

• BUS–A 455 Topics in Accounting: AppliedProfessional and Empirical Research inAccounting and Auditing (3 cr.) Pre- or Co-requisite: A424. Objectives of the course are twofold.First, students will be able to apply professionaljudgment and use various professional resourcesand databases to research technical issuesin accounting and auditing. Second, studentswill understand the implications of empiricalresearch and models for accounting and auditingpractice. Emphasis is on written analyses for bothprofessional and empirical research.

• BUS–A 490 Independent Study in Accounting (1–3 cr.) P: Consent of department chairperson and ofinstructor. Supervised individual study and researchin student's special field of interest. Student willpropose the investigation desired and, in conjunctionwith the instructor, develop the scope of work to becompleted. Comprehensive written report required.

• BUS–C 301 Communication for Accountants(1 cr.) P: C204 or X204 with a grade of C orbetter. For Accounting majors only. This courseis restricted to and required for all accountingmajors and is intended to develop proficiency inwritten communication skills. It prepares studentsto write strategic, effective, and ethical messages inmanagerial or tax accounting contexts.

Business Law and Ethics• BUS–L 100 Personal Law (3 cr.) Effects of law

on everyday lives. Topics may include family law,criminal offenses and traffic violations, personalinjury and property damage claims, employee rights,landlord-tenant law, consumer rights, debt collection,selected real and personal property issues, wills andestates, selected contract law issues, and forms of

business organization (partnership, proprietorship,and corporation).

• BUS–L 201 Legal Environment of Business(3 cr.) P: Sophomore standing or Hutton HonorsCollege freshman. L201 is an I-Core prerequisitethat is required of all business majors. Emphasis onunderstanding the nature of law through examininga few areas of general interest, such as the dutyto avoid harming others (torts), the duty to keeppromises (contracts), and government regulation ofbusiness. Credit not given for both L201 and L293.

• BUS–L 250 Law and the Arts (3 cr.) Examineslegal issues of importance to visual or performingartists and persons involved in arts-relatedbusinesses. Subject areas may include copyrightand trademark law; First Amendment concerns; theright of publicity; advertising law; and selected issuesof tort, contract, personal property, and agency law.Legal aspects of organizing a business may also beaddressed.

• BUS–L 255 Topics in Business Law & Ethics (1–3cr.) Variable topics course dealing with current legalissues and trends. in Business Law and Ethics.

• BUS-L 271 Global Business Analysis (1.5 cr, 8wks) P: D270 with C. Students apply the countryanalysis skills, learned in BUS-D 270 GlobalBusiness Foundations, to a specific country orregion. Many Kelley departments offer versionsof this course. This means that, while all versionsfocus on business analysis, each could emphasize adifferent field of business and/or region of the world.

• BUS-L 272 Global Business Immersion (3 cr, 8wks plus travel) P: D270 with C. Students beginthis course with eight weeks on campus, studyingsimilar topics as those in Global Business Analysis. In addition, after completing this on-campus work,students spend approximately 10 days – with theclass – in the country they have studied. There, theyparticipate in cultural and business site visits whilecompleting their assigned research.

Sample Topic for L272: Business and Human Rightsin South Africa P: D270 with C. Students examinebusinesses’ role in protecting human rights and remedyingabuses, and learn to analyze a human rights crisis andrecommend a course of action.

• BUS–L 293 Honors Legal Environment ofBusiness (3 cr.) P: P: Sophomore standing orHutton Honors College freshman. L201 is an I-Core prerequisite that is required of all businessmajors. Emphasis on understanding the natureof law through examining a few areas of generalinterest, such as the duty to avoid harming others(torts), the duty to keep promises (contracts), andgovernment regulation of business. Credit not givenfor both L293 and L201.

• BUS-L 302 Sustainability Law & Policy (3 cr.) Theprimary aim of the course is to provide students witha basic working knowledge of sustainability generallyand environmental law and policy in particular,focusing on the United States but put in a globalperspective. The course is designed to give studentsa deeper sense of the important relationshipbetween law, ethics, business, and the naturalenvironment and to encourage them to think critically

26 September 16, 2013

about how best to manage these relationships. Corecourse content includes U.S. statutes, regulations,and international treaties dealing with managingwaste, air and water pollution, public lands, andglobal environmental resources. Alternative waysof addressing environmental problems, such asmarket-based incentives, information disclosurerequirements, and voluntary programs will also beconsidered.

• BUS-L 307 Forms of Business & CommercialFinance Law (3 cr.) P: L201 or L293 with Cor higher. This course explores legal conceptscrucial to the operation of businesses, includingselecting the appropriate form of business, operatingpartnerships, and managing corporations. It alsofocuses on payment mechanisms, the law ofownership, and the use of secured transactions toprotect creditors.

• BUS–L 311 Law for Entrepreneurs (3 cr.) P:Completion of BUS-L 201 suggested, though notrequired. Focuses on legal issues affecting new andgrowing businesses. Topics include choosing a legalform for the business; financing-related legal issues;avoiding employment-related liability; contracts andsales; marketing and intellectual property laws; andlegal issues concerning business sales, mergers,acquisitions, and liquidations.

• BUS–L 312 The Ethical Responsibilities ofBusiness (3 cr.) Covers the debate over corporatesocial responsibility and the social control ofbusiness; the major ethical theories relevant todetermining that responsibility; and applicationsof those theories in areas such as competition,marketing, advertising, the environment, employer-employee relations, and the international arena.

• BUS-L 314 International Business Law (3 cr.)Covers the law and practice of international trade,licensing, and investment. Subjects include the legalrisks of international business, international publiclaw, international organizations, and private disputesettlement procedures. Also discussed are the risksassociated with importing and exporting, foreignlicensing and franchising, and foreign investment.

• BUS–L 315 The Business and Law ofEntertainment and Sports (3 cr.) L315 exploresthe legal and practical problems facing executivesmanaging for-profit enterprises in or related tothe entertainment and sports industry. Focusingprimarily on legal issues, yet necessarily addressingcollateral business issues, L315 considers the lawaffecting the decisions of executives in entertainmentcompanies, including motion picture studios,television broadcasters, and music companies. Italso covers the law affecting decisions of executivesin sports franchises, leagues, and associations.More importantly, L315 studies the law affectingtransactions between businesses with contractualor other relationships with athletes, entertainers,sports franchises, leagues, athletic associations,and entertainment companies, including especiallycorporate sponsors, manufacturers of licensedapparel, and equipment manufacturers, in additionto owners of stadiums and arenas. The law ofintellectual property (including copyright, trademark,and right of publicity), government regulation,

labor and employment law, financing alternatives,antitrust, and business ethics are emphasized.

• BUS–L 350 Online Law (3 cr.) Focuses on themanagement of legal problems that arise from theuse of the Internet and other interactive computernetworks. The goals of the course are to increasestudents’ awareness of the legal issues that arise ina variety of online contexts, familiarize students withthe legal frameworks that are evolving in the U.S.and other legal systems to resolve those issues, andguide students in strategies for managing the legalrisks inherent in communicating and doing businessonline.

• BUS–L 355 Topics in Business Law & Ethics (1-3cr.) Variable topics course dealing with current legalissues and trend in Business Law and Ethics.

Sample Topic for L355: Law, Ethics & ProfessionalResponsibility in the Financial Markets (3 cr.) Thiscourse is designed to provide a legal foundation forstudents who are interested in investments and/or planto pursue careers in the financial markets or corporatefinance. Specifically, it is designed to familiarize themwith basic principles of law and ethics applicable to (i)the securities markets (including types of securities andtheir respective attributes, registration and issuance ofsecurities, reporting requirements, and market abuses),(ii) corporate governance, (iii) mergers and acquisitionsand other battles for corporate control, (iv) bankruptcyreorganization and liquidation, and (v) trade regulationand antitrust. It also will address the law, ethics, andprofessional responsibilities of financial advisors.

• BUS-L 356 Intellectual Property Law & Strategyin a Global Environment (3 cr.) The courseintroduces students to the concept of intellectualproperty (trade secrets, patents, copyrights,trademarks), which accounts for more than two-thirds of the value of large U.S. businesses. Itexplores the basic framework of legal protection forintellectual property under U.S. and internationallaw, as well as free competition and free speechdoctrines that limit the protection of intellectualproperty and define the boundary between fair andunfair competition.

• BUS–L 375 Ethics and the 21st Century BusinessLeader (2 cr.) P or C: I-Core. This course is agraduation requirement for all Kelley majors. Thecourse is designed to enhance students’ awarenessof the ethical dimensions of business decisionsand their ability to make reasoned judgments aboutthem. It provides students with basic tools of ethicalreasoning and the opportunity to practice these skillsand reflect on their responses to ethical dilemmas.Credit not given for both L375 and L376.

• BUS–L 376 Ethics and the 21st CenturyBusiness Leader: Honors (2 cr.) P or C: I-Coreand admission to the Hutton Honors College orthe Business Honors Program. L376 substitutesfor L375, a graduation requirement for all Kelleymajors. The course is designed to enhance students’awareness of the ethical dimensions of businessdecisions and their ability to make reasonedjudgments about them. It provides students withbasic tools of ethical reasoning and the opportunityto practice these skills and reflect on their responses

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to ethical dilemmas. Credit not given for both L376and L375.

• BUS–L 406 Employment Problems and the Law(3 cr.) Examines current legal problems in thearea of employment. Topics include race and sexdiscrimination, harassment, the Americans withDisabilities Act, employment at will, privacy issuessuch as drug testing, and limits on monitoring andtesting.

• BUS–L 408 Real Estate Law (3 cr.) P: L201 orL293 with a grade of C or better. Legal problemsrelated to ownership and transfer of real property;attention to landlord-tenant law and the tools ofland-use planning (nuisance law, zoning, privaterestrictions, subdivision control, and eminentdomain).

• BUS–L 314 International Business Law (3 cr.)Covers the law and practice of international trade,licensing, and investment. Subjects include the legalrisks of international business, international publiclaw, international organizations, and private disputesettlement procedures. Also discussed are the risksassociated with importing and exporting, foreignlicensing and franchising, and foreign investment.

• BUS–M 429 Legal Aspects of Marketing (3 cr.)P: M303. Analysis of statutes, regulations, andlegal doctrines applicable to marketing practices.Examination of legal issues encountered bymarketers in dealing with consumers, competitors,and other marketplace participants.

• BUS–L 455 Topics in Business Law & Ethics (1–3cr.) Variable topics course dealing with current legalissues and trends in Business Law and Ethics.

• BUS–L 470 Research in Business Law andPublic Policy (3 cr.) P: L100, L201, L293, V377,Y304, or permission of instructor. This class isdesigned to build on the analytical skills thatstudents have acquired in earlier law coursesby allowing each student to delve deeply into alegal issue of interest to him or her. Students willlearn to frame a research question, navigate legaldatabases, analyze and cite sources, and hone theirwriting skills through the production of a meaningfulresearch paper.

• BUS–L 490 Independent Study in Business Law(1–3 cr.) P: Consent of department chairperson andof the instructor. Supervised individual study andresearch in student’s special field of interest. Thestudent will propose the investigation desired and, inconjunction with the instructor, develop the scope ofwork to be completed. Comprehensive written reportrequired.

Business Economics and PublicPolicy

• BUS–G 100 Business in the Information Age(3 cr.) This course is designed to provide studentswith an introductory, but comprehensive, surveyof business practices, public policy, and economicinformation. Major topics include understanding theU.S. economic system, wealth creation, businessstructures, business ethics, entrepreneurship, keybusiness disciplines, the role of government and thecurrent economic environment both domestic andglobal.

• BUS–G 101 Business in the Information Age:Honors (3 cr.) P: Students must be admittedto the Hutton Honors College or the BusinessHonors Program. This course is designed toprovide beginning students with an introductorybut comprehensive survey of business practices,public policy, and economic information. The coursefocuses on sources of information, what it meansand how to interpret it, the accuracy and reliabilityof the data, and its use and abuse. This coursewill serve as an introduction to and other majordomestic and foreign information sources such asThe Wall Street Journal. Emphasis is on trends,current events, and issue analysis. G101 is thehonors version of G100 and it shares the same basiccourse content as G100.

• BUS–G 202 Business, Government and Society(2 cr.) P: ECON-E 201 or ECON-S 201 with a gradeof C or better. G202 is an I-Core prerequisite that isrequired of all business majors. It is also part of thesophomore Global Foundations Core. This course isintended to make students aware of the broad rangeof ways in which the non-market environment—especially government policy—affects business, andgain an understanding of the process through whichbusinesses and other special interest groups createand change the rules of the game under which theyfunction. In today’s economy, successful businessstrategy entails more than outmaneuvering rivalcompanies; managers must also devise strategiesto cope with the global, non-market forces thatconfront businesses and other forms of organization.Managers need to understand how public policy ismade and how special interest groups, includingtheir own businesses, can affect the policy process.This is true both for the CEO of a multinationalcorporation dealing with multiple governments andthe administrator for a local partnership trying to dealwith city officials.

• BUS-G 271 Global Business Analysis (1.5cr., 8 wks) P: D270 with C. Students apply thecountry analysis skills, learned in BUS-D 270 GlobalBusiness Foundations, to a specific country orregion. Many Kelley departments offer versionsof this course. This means that, while all versionsfocus on business analysis, each could emphasize adifferent field of business and/or region of the world.

Sample Topic for G271: An Introduction to EuropeanEconomic Integration. For the last twenty years, theEuropean Union (E.U.) has been the most developedmodel of regional integration. Despite the recent setbackscaused by the Eurozone crisis, the European Unionremains a vibrant and evolving economic and politicalentity. This course offers insights into various aspectsof the European Union. The first part of the courseprovides a brief overview of the origins and evolutionof the E.U. and some of its most important institutions.The second part introduces some of the most importantmicro- and macro-economic policies that continue toshape the integration process. The class requires studentsto prepare and present a report (using the knowledgeacquired in BUS-D270) that focuses on the impactof various common policies on certain businesses oreconomic sectors.

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• BUS-G 272 Global Business Immersion (3 cr., 8wks plus travel) P: D270 with C. Students beginthis course with eight weeks on campus, studyingsimilar topics as those in Global Business Analysis. In addition, after completing this on-campus work,students spend approximately 10 days – with theclass – in the country they have studied. There, theyparticipate in cultural and business site visits whilecompleting their assigned research.

• BUS–G 300 Introduction to ManagerialEconomics and Strategy (3 cr.) Only for non-business majors. Managerial Economics is acourse which illustrates how economic principlescan be applied to making effective and profitablemanagement decisions for a company. Withinthe course, students also learn the potentiallydisastrous ramifications for a firm which does nottake economic principles into account. The goal,then, of this course is to expose the student toeffective managerial decision making. For a studentinterested in any management type position, thiscourse will provide a fundamental basis for furtherstudy. Managerial economics is also a course thatwill serve the student throughout daily life. Not opento business majors. No credit toward a degree inbusiness. Credit not given for both G300 and G304.

• BUS–G 303 Game Theory for Business Strategy(3 cr.) P: (ECON-E 201 or ECON-S 201) with gradeof C or better. Game theory, a traditional tool foracademic economists, has become increasinglypopular in the business world and is an essentialtool of economic consultants. A major in BusinessEconomics and Public Policy must have more than arudimentary knowledge of Game Theory. Managerialdecisions are not static and cannot be made inisolation. A manager must take into account andreact to the “moves” of rival firms, government, andhis or her subordinates and superiors within thecompany. Game theory is designed for the studyof these types of interactions. The ultimate aimof the course is to strengthen your ability to thinkstrategically in business situations, rather than toteach you facts or theories. To achieve this aim,we iterate between theory and practice. We useboth formal case studies and real world examples tosharpen our strategic thinking skills.

• BUS–G 304 Managerial Economics (3 cr.)P: ECON-E 201 or ECON-S 201 with a grade of C orbetter. Only for business majors; non-majors shouldtake G300. Managerial Economics is a course whichillustrates how economic principles can be appliedto making effective and profitable managementdecisions for a company. Within the course studentsalso learn the potentially disastrous ramifications fora firm which does not take economic principles intoaccount. The goal, then, of this course is to exposethe student to effective managerial decision making.For a student interested in any management typeposition, this course will provide a fundamental basisfor further study. Managerial economics is also acourse that will serve the student throughout dailylife. Credit not given for both G304 and G300.

• BUS–G 345 Money, Banking, and Capital Markets(3 cr.) P: (ECON-E 201 or ECON-S 201) and(ECON-E 202 or ECON-S 202) with grades of C orbetter. This course is designed to give students a

broad introduction to the operation and structure ofthe U.S. financial system. It provides an analysisof the structure and functions of contemporaryfinancial institutions and markets, together withan analysis of the prices that are determined inthese markets. Contemporary macroeconomicand financial developments are emphasized andcurrent phenomena and policy proposals and theirimplications are discussed.

• BUS–G 350 Business Econometrics (3 cr.)P: (ECON-E 370 or equivalent) with grade ofC or better. Statistical analysis is a necessaryand powerful tool for many business decisions.This course is designed to apply the tools andmethodologies used in the business world. Thefocus is on demand analysis, group comparisons,discriminant analysis, and sales/earnings forecasts.

• BUS–G 400 Capstone in Economic Consulting(3 cr.) P: (BUS-G 304). This capstone courseintends to develop or sharpen those skills thatare associated with a successful consultant. Agood economic consultant must be able to askthe right questions, possess a strong analyticalbackground, and be able to communicate findingsand recommendations effectively to his or her client.By analytical background, we mean: familiarity withsound economic thinking; ability to create or usefinancial, econometric, statistical, or other typesof modeling; effective command of spreadsheets,statistical software, and databases. In addition toall of the foregoing, a successful consultant mustdemonstrate a professional attitude, good judgment,the ability to work well both individually and as partof a team, and the ability to work under pressurewithout compromising on work quality. The studentwho takes this course is expected to be highlymotivated and have basic diagnostic, analytical, andcommunication skills. A capstone experience signalsa highly interactive structure between faculty andstudents.

• BUS–G 406 Business Enterprise and PublicPolicy (3 cr.) This course is on governmentregulation. Areas of government regulation thataffect business include Antitrust Laws, ConsumerProtection Laws, Regulation of Natural Monopoly,Workplace Safety, and Pollution Regulation. Abusiness's ability to deal with such regulations isoften the single most important determination ofits profitability. The course will look at the reasonsregulations exist, including not only why they mighthelp the efficiency of the economy but also why theymight exist even if they are inefficient, and at howbusinesses respond to the incentives given them bygovernment.

• BUS–G 456 Non-Market Risk Consulting (3 cr.)This course details the connection between businessstrategies and the non-market environment,including government regulation, societal regulation(activist group pressure), technological changesand broader changes in the firm’s macro-economicenvironment. In particular the course focuseson how changes in this non-market environmentpose potential risk to long-term firm profitabilityand how managers can best avoid or mitigatethose risks. The course also focuses on potentialprofit maximizing opportunities that may arise from

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changes in the firm’s non-market environment.With the rapid changes in mass communicationthat are embodied in social network development,social movements are now a much more powerfulinfluence on corporations and governments. Alongwith technological change, these social movementscan bring rapid changes in the firm’s non-marketenvironment. Armed with a deeper understandingof linkages between the firm’s market and non-market environment, students engage in a directedconsulting project aimed at exploring how firms canundertake changes that will best position them toeither avoid or mitigate the potential non-marketrisks they face or directly profit from those changes.

• BUS–G 490 Independent Study in BusinessEconomics and Public Policy (1-3 cr.) P: Consentof department chairperson and of instructor.Supervised individual study and research in thestudent's special field of interest. The studentproposes the investigation desired and, inconjunction with the instructor, develops the scopeof work to be completed. Written report required. Inconjunction with the Economic Consulting major,a student may select to work with an economicconsulting firm in the summer following the junioryear. Upon returning to campus, the student thenwrites a detailed report on the internship activities.An alternative is for the student to work on an actualconsulting job under the guidance of a facultymember.

• BUS–G 492 Data Analysis using EconomicsModeling (3 cr.) P or C: BUS-G 350. In this course,students develop the analytical tools and hands-on experience with data and economic models tooptimally utilize information in decision-making, oftenin the context of economic consulting. We coverdata management and descriptive statistics, alongwith advanced analysis including policy evaluationand endogeneity control. We discuss these topicsin the context of classic economic and businessquestions, and we also discuss several accessible,pertinent research papers to highlight key concepts. In addition, students develop presentation andcommunication skills, particularly with regard toquantitative outputs, and learn valuable, targetedcomputer programming skills. Finally, studentslearn the basics of identification in order to betterunderstand which data is most useful to collect whenanswering a given empirical question.

• BUS–G 494 Public Policy and the InternationalEconomy (3 cr.) P: I-Core with grades of C orbetter. This course analyzes international flowsof trade and capital, considers why the exchangein goods and capital is increasing so rapidly, andexplores the consequences for different economies.Students study international trade theory andpractice and identify potential winners and losers ofglobalization. The course tackles issues such as thestructural composition of flows of goods and capital,the implications of balanced trade imbalances, andthe motivations and implications of job outsourcing.In addition, the role of supranational organizationssuch as the International Monetary Fund, theWorld Bank, and the World Trade Organization isexamined.

Finance and Real EstateFinance

• BUS–F 228 Introduction to Investment Banking(1.5 cr.) Elective credit only. This is a careers-basedcourse that broadly covers the securities industryand institutional finance as a whole, includingventure capital, private equity, mezzanine investing,and the public equity and debt markets. Specific tothis learning is the role of the investment bankingfirm within institutional finance including corporateadvisory, capital markets, research, sales andtrading, and private wealth management. Althoughmany topics of corporate finance are integratedinto the course, the focus is conceptual, not on theapplications emphasized in 300-level and 400-levelfinance courses. Serves as a foundation for F428Investment Banking I, F429 Investment BankingII, and F390 Excellence in Investment BankingSeminar.

• BUS–F 260 Personal Finance (3 cr.) Financialproblems encountered in managing individual affairs:family budgeting, installment purchase, insurance,and home ownership. No credit for juniors andseniors in the Kelley School.

• BUS-F 262 Financial Markets (3 cr.) P: A200,K201, and F260. This course provides an overviewof financial markets, including stock markets,bond markets, derivative markets, and activemanagement markets. Specifically, it examinesportfolio diversification, risk and return, mutual fundperformance, market efficiency, bonds, options, andfutures. No credit for juniors and seniors in the KelleySchool.

• BUS-F 271 Global Business Analysis (1.5 cr., 8wks) P: D270 with C. Students apply the countryanalysis skills, learned in BUS-D 270 GlobalBusiness Foundations, to a specific country orregion. Many Kelley departments offer versionsof this course. This means that, while all versionsfocus on business analysis, each could emphasize adifferent field of business and/or region of the world.

• BUS-F 272 Global Business Immersion (3 cr., 8wks plus travel) P: D270 with C. Students beginthis course with eight weeks on campus, studyingsimilar topics as those in Global Business Analysis.In addition, after completing this on-campus work,students spend approximately 10 days – with theclass – in the country they have studied. There, theyparticipate in cultural and business site visits whilecompleting their assigned research.

• BUS–F 300 Introduction to FinancialManagement (3 cr.) P: A200 or A201 or A202. Onlyfor non-business majors. Broad survey of financefor non-Kelley School students. Topics includethe determinants of interest rates and the timevalue of money; the sources and uses of financialinformation; the structure, role, and regulation offinancial markets; monetary policy; the pricing ofrisk in financial markets; goals of investors; andhow firms manage their financial affairs, includingplanning, budgeting, and decision making. Not opento business majors. No credit toward a degree inbusiness. Credit not given for both F300 and (F370,F304, or F301).

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• BUS–F 303 Intermediate Investments (3 cr.)P: F370 with a grade of C or better. Part of thefinance major core. Rigorous treatment of the coreconcepts of investments for finance majors. Coversportfolio optimization; examines the pricing of equity,fixed income, and derivatives; and analyzes thedegree of market efficiency. Makes extensive useof spreadsheet modeling to implement financialmodels. Serves as a foundation for all 400-levelfinance electives. Minimum grade of C- required toproceed to 400-level electives.

• BUS–F 304 Financial Management: Honors (3 cr.)P: A100, A201, A202, T175, T275, D270, X271or X272, G202, K201, L201, C104, C204, X201,ECON-E 201, ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119 (all with grades of C or better)and admission to the Business Honors Program. C:J304, M304, P304, and I304. Part of Honors I-Core;students are administratively enrolled. Broad surveyof finance for all honors business students. Providesa conceptual framework for a firm’s investment,financing, and dividend decisions; includes workingcapital management, capital budgeting, and capitalstructure strategies. Credit not given for both F304and (F370 or F301 or F300).

• BUS–F 305 Intermediate Corporate Finance(3 cr.) P: F370 or F304 with a grade of C orbetter. Part of the finance major core. Rigoroustreatment of the core concepts of corporate financefor finance majors. Covers capital budgeting, thevaluation of firms, and capital structure and payoutpolicies. Makes extensive use of spreadsheetmodeling to implement financial models. Servesas a foundation for all 400-level finance electives.Minimum grade of C- required to proceed to 400-level electives.

• BUS–F 307 Working Capital Management(3 cr.) P: F370 or F304 with a grade of C orbetter. Emphasizes the set of decisions andproblems that financial managers face in determiningshort-term financial policy, financial diagnostics,and operations of the company. Major topicsinclude identifying working capital elements andtheir relationships to company operations, financialanalysis, cash forecasting, banking relations,cash-flow systems, and short-term investment andborrowing strategies.

• BUS–F 317 Venture Capital and EntrepreneurialFinance (3 cr.) P: F370 or F304 with a grade of Cor better. Covers the private equity and private debtmarkets that service smaller entrepreneurial firms.Specific topics include: (1) the financial contractingassociated with the provision of external financeto a small informationally opaque firm, (2) angelfinance and the formal venture capital market,(3) commercial banks and commercial financecompanies, and (4) the financial issues associatedwith a leveraged buyout.

• BUS–F 335 Security Trading and Market Making(3 cr.) P: F370 or F304 with a grade of C orbetter. Theory and practice of securities trading atexchanges around the world; how trading and thedesign of markets affect liquidity, informativeness,transparency, volatility, and fairness. Analyzesalternative trading strategies and the cost of trading.Examines innovations in security exchanges and

regulatory policy, and provides hands-on tradingexperience using realistic trading simulations.

• BUS–F 370 Integrated Business Core—FinanceComponent (3 cr.) P: A100, A201, A202, T175,T275, D270, X271 or X272, G202, K201, L201,C104, C204, X201, ECON-E 201, ECON-E 370,ENG-W 131, MATH-M 118, MATH-M 119 (all withgrades of C or better). C: M370, P370, Z370, andT375. Students must apply online http://kelley.iu.edu/Ugrad/Academics/Requirements/page39725.htmlto take I-Core and, after getting permission, enrollusing BUS-BE 371. Cross-functional survey ofbusiness management. The finance componentprovides an introduction into basic principles andperspectives of financial thought. Covered topicsinclude the time value of money, risk and return,interest rates and debt risk, capital budgeting,security pricing, and portfolio concepts. Includes across-functional case done in teams. Students maynot receive credit for both F370 and (F304 or F301or F300).

• BUS–F 390 Topics in Finance (1.5–3 cr.) P: F370or F304. Course content varies. A common topic isExcellence in Investment Banking Seminar (EIBS) -an alternative to The Investment Banking Workshop(F428-429) without the stringent applicationprocedure for F428-429.

• BUS–F 402 Corporate Financial Strategy andGovernance (3 cr.) P: F303 and F305 with gradesof C- or better. Advanced treatment of corporatefinancial management. Covers all major areas ofcorporate financial decisions: capital budgeting,dividends, capital structure, cash-flow projections,mergers, and acquisitions.

• BUS–F 408 Real Options and Strategic CapitalInvestment (3 cr.) P: F303 and F305 with grades ofC- or better. Covers how companies should evaluateprojects and business relationships when they arefaced with conditions of uncertainty but yet havethe potential to learn and adapt as the project orrelationship unfolds and uncertainty is resolved.This topic has been traditionally addressed throughthe use of decision-tree models and discountedcash flow analysis. It is now being reshaped bythe innovative use of options methodology. Thecourse also provides an increased understandingand proficiency in the use of spreadsheet modelingand simulation programs.

• BUS–F419 Behavioral Finance (3 cr.) P: F303and F305 with grades of C- or better. How humanpsychology influences the decisions of investors,markets, and managers. Learn how to avoidsystematic investment errors, critically evaluateevidence of apparent anomalies in financial markets,and how to escape decision traps that afflictcorporate managers.

• BUS–F 420 Equity and Fixed Income Investments(3 cr.) P: F303 and F305 with grades of C- orbetter. A detailed examination of the managementof equity and fixed income investments. Coversanalysis of individual securities, formation of thesesecurities into portfolios, and use of derivativesecurities to modify the return/risk profiles of moretraditional stock and bond portfolios.

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• BUS–F 421 Derivative Securities and CorporateRisk Management (3 cr.) P: F303 and F305 withgrades of C- or better. Advanced treatment ofoptions, futures, and other derivative securities.Detailed description of the entire spectrum ofderivative products. Theoretical and numericalvaluation of derivative securities. How corporate riskmanagers use derivatives to hedge exchange raterisk, interest rate risk, commodity risk, credit risk, etc.

• BUS–F 428 Investment Banking (1.5 cr.)P: Consent of instructor. This course first introducesstudents to the history and structure of theinvestment banking industry. The remainder of thesemester is spent developing the skills necessary tofill the basic responsibility that a summer intern facesat an investment banking firm. Specifically, these arespreadsheet skills focusing on pro-forma statementpreparation of new issues and pro-forma statementsof merged firms. In addition, students are introducedto tax implications of mergers and the due diligencerequirements in assessing new issues. No credittoward finance major requirements.

• BUS–F 429 Investment Banking II (1.5 cr.) P: F428or consent of instructor. This course continues thedevelopment of students’ spreadsheet skills andtheir knowledge base of deal structures. There is anemphasis on developing presentation and writingskills. The major part of the course involves thestudents developing a complete oral and writtenpresentation of a deal: a merger, a new issue,a complex refinancing, a solution to a complexhedging problem, or a portfolio structure for awealthy client. No credit toward finance majorrequirements.

• BUS–F 446 Banking and Financial Intermediation(3 cr.) P: F303 and F305 with grades of C- orbetter. The main topics are: (1) the economic roleof financial intermediaries, with an emphasis oncommercial banks; (2) the evolution of marketsin which banks and other financial intermediariesoperate; and (3) the regulation of commercial banksand other financial institutions.

• BUS–F 470 Current Topics in Finance(3 cr.) P: F303 and F305 with grades of C- orbetter. Course content varies. Course is offered onlyoccasionally.

• BUS–F 490 Independent Study in Finance (1–3 cr.) P: Consent of department chairperson andof instructor. Supervised individual study andresearch in student’s special field of interest. Thestudent proposes the investigation desired and, inconjunction with the instructor, develops the scope ofwork to be completed. Comprehensive written reportrequired.

• BUS–F 494 International Finance (3 cr.) P: F303and F 305 with grades of C- or better. Covers theinternational dimension of both investments andcorporate finance. Develops strategies for investinginternationally, including hedging exchange rate risk,adjusting to client preferences and home currencies,evaluating performance, estimating a corporation’sexposure to real exchange rate risk, strategies tohedge risk or to dynamically adjust to shocks, andreasons for a corporation to hedge. Also covers

international capital budgeting, multinational transferpricing, and international cash management.

Real Estate• BUS–R 300 Principles of Real Estate (3 cr.) For

students who plan to take only one course in thearea of real estate. Topics include real estate law,brokerage, property management, appraising,mortgage finance, and investment analysis. Nocredit for juniors or seniors in the Kelley School.

• BUS–R 305 Introduction to Real EstateAnalysis (3 cr.) P: Econ-E 201 and Kelley Schooladmission. For students who want to take additionalreal estate courses. Topics include real estatelaw, brokerage, property management, appraising,mortgage finance, and investment analysis.Emphasis is on the analytic techniques applicable toreal estate.

• BUS–R 440 Real Estate Appraisals (3 cr.)P: (F370 or F304) and R305. Offered in fall semesteronly. Techniques and methods of appraising realproperty, with an emphasis on income property.Covers concepts and analytic techniques used toestimate the market value of real estate. Coursecontent is similar to that which a professionalappraiser must learn.

• BUS–R 443 Real Estate Finance and InvestmentAnalysis (3 cr.) P: (F370 or F304) andR305. Offered in spring semester only. Applicationof financial concepts and techniques to the analysisof real estate financing and investment alternatives.Computer analysis and case studies are used.

• BUS–R 490 Independent Study in RealEstate and Land Economics (1–3 cr.) P: Consent of department chairperson and ofinstructor. Supervised individual study andresearch in student’s special field of interest. Thestudent proposes the investigation desired and, inconjunction with the instructor, develops the scope ofwork to be completed. Comprehensive written reportrequired.

Management & EntrepreneurshipManagement

• BUS–J 304 Honors Integrated Business Core—Strategic Management (3 cr.) P: A100, A201,A202, T175, T275, D270, X271 or X272, G202,K201, L201, C104, C204, X201, ECON-E 201,ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119 (all with grades of C or better) and admissionto the Business Honors Program. C: F304, M304,P304, and I304. Part of Honors I-Core; studentsshould contact their Business Honors Programacademic advisor to gain permission to enroll. Across-functional survey of business management.This course is concerned with the roles and tasksof firm’s top managers (i.e., strategic decisionmakers). Designed to provide an appreciationfor the total firm perspective and the meansby which firms create and sustain competitiveadvantage in today’s increasingly challengingand complex business environment (domesticand global). Strategic management of the firminvolves diagnosing the firm’s current situation anddeveloping realistic solutions to the strategic and

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organizational problems that confront top managers.A desired outcome of this course is an enhancedappreciation for the complexities of managing aformal organization. The primary objective is to helpdevelop analytical skills for identifying key strategicissues and formulating appropriate strategies givena firm’s situation. Credit not given for both J304 and(J370, J375, or J306).

• BUS–J 306 Strategic Management andLeadership (3 cr.) P: Junior standing. For non-business majors. Concerned with the roles andtasks of a firm’s top managers. This course isdesigned to provide an appreciation for the totalfirm perspective, the role of the general manager,and the means by which firms create and sustaincompetitive advantage. Strategic managementof a firm involves diagnosing the firm’s currentcompetitive situation and effectively responding tocomplex, real-world organizational problems. Thiscourse focuses on multiple organizational contexts,spanning a range from the entrepreneurial firm to thelarge, established organization. No credit toward adegree in business. Credits not given for both J306and (J375, J304, Z302, or Z304).

• BUS–J 375 Strategic Management (3 cr.) P:I-Core. A cross-functional survey of businessmanagement. This course is concerned withthe roles and tasks of firm’s top managers (i.e.,strategic decision makers). Designed to provide anappreciation for the total firm perspective and themeans by which firms create and sustain competitiveadvantage in today’s increasingly challengingand complex business environment (domesticand global). Strategic management of the firminvolves diagnosing the firm’s current situation anddeveloping realistic solutions to the strategic andorganizational problems that confront top managers.A desired outcome of this course is an enhancedappreciation for the complexities of managing aformal organization. The primary objective is to helpdevelop analytical skills for identifying key strategicissues and formulating appropriate strategies givena firm’s situation. Credit not given for both J375 and(J370, J304, or J306).

• BUS–J 411 Analysis of Business Decisions(1.5 cr.) P: I-Core. This course adds to theknowledge and skills gained in the strategy portionof I-Core (J370). It explores various strategic modes,concepts, and frameworks essential in analyzingcomplex, business problems. Students will learnhow to use external and internal analyses as inputsinto the strategic formulation and implementationprocesses. J411/J420 - register for this pair ofclasses using BUS-BE 411.

• BUS–J 420 Advanced Case Analysis andEffective Consulting Presentations (1.5 cr.) P: I-Core. This course builds on students’ prior andcontemporaneous exposure to strategic tools andconcepts (e.g., J375, J376 or J411), with particularfocus on developing skills in strategic analysis,teamwork, and presentation. Students will augmenttheir knowledge base through in-class lecture/discussion and apply this knowledge through casediscussions and team-based presentations. J411/J420 - register for this pair of classes using BUS-BE411.

• BUS–J 490 Independent Study in Policy (1–3 cr.) P: Consent of department chairpersonand instructor. Supervised study and research instudent’s special field of interest. The student willpropose the investigation desired and, in conjunctionwith the instructor, develop the scope of work to becompleted. Comprehensive written report required.

• BUS–W 316 Sustainable Business Reports (3 cr.)By the end of the semester students should be ableto solve a business-related sustainability problemas presented by an assigned client (communitypartner). Specifically, they should be able toarticulate measureable means by which a givenbusiness can brand itself as sustainable.

• BUS–W 430 Organizations and OrganizationalChange (3 cr.) P: I-Core. Analysis and developmentof organization design and change in order toincrease organizational effectiveness.

• BUS–X 100 Introduction to Business (3 cr.)IUB GenEd S&H. Business dynamics from thestandpoint of a leader of a business firm operatingin the contemporary economic, political, and socialenvironment. No credit for juniors or seniors in theKelley School.

• BUS–X 333 Managing Business Functions(3 cr.) Open to juniors in the Liberal Arts andManagement Program only. Offering a variety ofreal-world and simulated projects that wrestle withthe complex opportunities and problems facingbusiness managers in a variety of settings, thiscourse emphasizes the development of strategicfocus and decision-making skills under conditions ofambiguity, change, and uncertainty. No credit towarda degree in business.

• BUS–X 403 Management Consulting (1.5 cr.)P: 3.5 GPA or better (or faculty sponsorship), juniorstanding, I-Core, and admitted to the ConsultingWorkshop. Note that this course is an exclusiveclass for Consulting Workshop students. Thiscourse is designed to familiarize students with theconsulting field. It combines research on specificfirms with a trip to Chicago to meet with consultingfirms to learn more about their practices, cultures,and working environments.

• BUS–X 404 Effective Case Interviewing andInterpersonal Interaction (1.5 cr.) P: 3.5 GPA orbetter (or faculty sponsorship), junior standing, I-Core, and admitted to the Consulting Workshop.Note that this course is an exclusive class forConsulting Workshop students. This coursefocuses on building student skill in two areas: (i)the structured thinking that underlies managementconsulting, and (ii) the interpersonal skills thatare important to success in the field. Specifictopics covered include working with clients,change management, consulting in a cross-culturalenvironment, and ethics in consulting.

• BUS–Z 302 Managing & Behavior inOrganizations (3 cr.) P: Junior standing. Integrationof behavior and organizational theories. Applicationof concepts and theories toward improvingindividual, group, and organizational performance.Builds from a behavioral foundation toward anunderstanding of managerial processes. For non-

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majors. Credit not given for both Z302 and (Z370 orZ304).

• BUS–Z 304 Managing & Behavior inOrganizations: Honors (3 cr.) P: Junior standing.Integration of behavior and organizational theories.Application of concepts and theories towardimproving individual, group, and organizationalperformance. Builds from a behavioral foundationtoward an understanding of managerial processes.Credit not given for both Z304 and (Z370 or Z302).

• BUS–Z 340 Introduction to Human Resources(3 cr.) P: Sophomore standing and admissionto the Kelley School of Business. Covers thenature of human resource development andutilization in American society and organizations;government programs and policies, labor forcestatistics, organizational personnel department,personnel planning, forecasting, selection, training,development, and integration of government andorganizational human resource programs.

• BUS–Z 370 Integrated Business Core—Leadership. P: A100, A201, A202, T175, T275,D270, X271 or X272, G202, K201, L201, C104,C204, X201, ECON-E 201, ECON-E 370, ENG-W131, MATH-M 118, MATH-M 119 (all with gradesof C or better). C: F370, M370, P370, and T375.Students must apply online (http://kelley.iu.edu/Ugrad/Academics/Requirements/page39725.html)to take I-Core and, after getting permission, enrollusing BUS-BE 371. Cross-functional survey ofbusiness management. The first part of the classintroduces the concept of employees as a humanresource and theories of how leaders can combinethe personalities, knowledge, skills, and abilities ofindividual workers to achieve the firm’s goals. Then,students learn principles of peer-to-peer feedbackand tools to analyze team effectiveness. Withinstructor guidance, they practice peer coaching andexplore strategies for creating a culture conduciveto the coaching and development of both individualsand teams. Finally, students focus on leadershipin the environment of an organization, learningways in which performance management systemsshape behavior. By the end of the class, they will beable to: diagnose sources of conflict and prescribe/enact behaviors to resolve it; analyze and developinfluence strategies within an organizational context;and implement strategies through which individualsand groups can attain innovative and creativeoutcomes. Students may not receive credit for bothZ370 and (Z302 or Z304).

• BUS–Z 404 Effective Negotiations (3 cr.) P: Z302,Z370 or Z304. Provides exposure to the conceptsof negotiations in both the national and internationalenvironments, including negotiation strategies andtactics, influence, third-party intervention, audienceeffects, nonverbal communication, and ethical andcultural aspects. Case studies, simulations, andguest speakers are used throughout the course.

• BUS–Z 447 Leadership, Teamwork, and Diversity(3 cr.) P: Z302, Z370 or Z304. In this course,students develop a “tool kit” of leadership behaviorsto use in a variety of situations when those workingwith and/or for them need to be motivated toward acommon good, particularly when that work involvesthe use of teams made up of diverse individuals.

• BUS–Z 490 Independent Student in PersonnelManagement and Organizational Behavior (1–3 cr.) P: Consent of department chairperson andof the instructor. Supervised individual study andresearch in student’s special field of interest. Thestudent will propose the investigation desired and, inconjunction with the instructor, develop the scope ofwork to be completed. Comprehensive written reportrequired.

• BUS–Z 494 Herman B Wells Seminar inLeadership (3 cr.) Open to seniors in the BusinessHonors Program. Topics may include leadership,globalization, and e-commerce.

Entrepreneurship

• BUS–W 212 Exploring Entrepreneurship (3 cr.)This course provides a survey of the basic conceptsof starting a business. The course covers thepersonal origins for motivation for entrepreneurshipand the skills, knowledge, and abilities of theentrepreneur. The course includes guests who havesuccessfully started their own businesses and whospeak with students about their experiences. Thecourse concludes with students assessing their ownpotential and developing an idea for a new business.

• BUS–W 232 Venture Ideas (1.5 cr.) P: Admissionto the Kelley School of Business and sophomorestanding. This is an experiential course that exploresthe student’s creativity and skills to generatebusiness ideas and concepts. Once ideas aredeveloped, the class works on strengthening theideas and concepts and developing these intoprospects for start-ups. Finally, a venture screeningfilter is introduced and the field is narrowed to highpotential businesses. An Idea Competition may beheld within this course.

• BUS–W 233 Venture Models (1.5 cr.) P: W232.A venture model is the story of a new business.This course explores various business modelsfor new ventures and covers entry modes andfranchise systems. Ideas developed, strengthened,and filtered from Venture Ideas are used to designmodel businesses and alternative modes of entry areexamined. A Best Business Model competition maybe held within this course.

• BUS–W 300 New Venture Management (3 cr.)P: A200 or A201 or A202. For non-businessmajors only. This course provides an explorationinto the fundamentals of effective small businessmanagement. Covers such diverse activities asmanagement, marketing, finance, and operations.Topics such as growth, advertising, financialanalysis, budgeting, purchasing, inventorymanagement, and financial control are also covered.Explore some of the special issues facing smallbusiness owners and managers: technology, crime,risk management, family business, ethics, and theglobal marketplace. No credit toward a degree inbusiness.

• BUS–W 313 New Venture Planning (3 cr.)P: W232 and W233. P: I-Core. This course focuseson the research, planning, and strategies thatare key parts in the process of creating a newventure. The outcome for this class should be acomplete business plan ready for outside review.

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Plans may be entered in the Johnson Center forEntrepreneurship & Innovation (JCEI) business plancompetition.

• BUS–W 406 Venture Growth Management(3 cr.) P: I-Core. For students interested in agrowth-oriented business. Covers such areas asnegotiation, acquisition, ethics and succession.

• BUS–W 409 Practicum in Entrepreneurship (3 cr.)P: W313 and permission of the instructor. Thiscourse works on real world problems and issuesof entrepreneurs. Projects are generated from theJohnson Center for Entrepreneurship & Innovation(JCEI) and other sources and students are assignedto work on these projects “as if” they were eitherconsultants to the business or actual entrepreneurs.

• BUS–W 420 Corporate Venturing (3 cr.) P: I-Core. This course takes the corporate perspectiveon entrepreneurship and examines the issues andchallenges of starting a venture within an existingorganization.

• BUS–W 490 Independent Study in BusinessAdministration (1–3 cr.) P: Consent of thedepartment chairperson and of the instructor.Supervised individual study and research instudent’s special field of interest. The student willpropose the investigation desired and, in conjunctionwith the instructor, develop the scope of work to becompleted. Comprehensive written report required.

International Business

• BUS–D 270 The Global Business Environment(1.5 cr., 8 wks) P: sophomore standing. Thiscourse is part of the sophomore Global FoundationsCore and an I-Core prerequisite. The objectiveof this course is to familiarize students with theenvironments facing managers and corporationswho are operating in the global economy. Thus,participants should acquire awareness of, and anappreciation for, the diversity and complexity of theglobal environment. More specifically, the successfulcompletion of this course should enable participantsto understand and analyze how global forces shapecorporate strategy. This course should be of interestto all business students; as citizens, consumers,workers, and as future business leaders they musttake account of domestic and global dimensionswhen making decisions.

• BUS–D 271 Global Business Analysis (1.5 cr.) P:D270 with C. Students apply the country analysisskills, learned in BUS-D 270 Global BusinessFoundations, to a specific country or region.Many Kelley departments offer versions of thiscourse. This means that, while all versions focus onbusiness analysis, each could emphasize a differentfield of business and/or region of the world.

Sample Topics for D271: Identifying Optimal Marketsfor Global Growth; Global Business Analysis: DoingBusiness in Latin America; Global Business Analysis: Doing Business in China

• BUS–D 272 Global Business Immersion (3 cr.,8 wks plus travel) P: D270 with C. Students beginthis course with eight weeks on campus, studyingsimilar topics as those in Global Business Analysis. In addition, after completing this on-campus work,

students spend approximately 10 days – with theclass – in the country they have studied. There, theyparticipate in cultural and business site visits whilecompleting their assigned research.

Sample Topics for D272: Doing Business In Peru;Global Business Immersion: Social Entrepreneurshipand Economic Development in Costa Rica

• BUS–D 311 Global Management (3 cr.) P:D270. This course focuses on the managementof multinational firms and the role of the globalmanager. Students are placed in the role of thedecision-makers responsible for solving the myriadof practical problems resulting from a globalized andhighly interconnected business environment.

• BUS–D 312 Building Managerial Cross CulturalCompetencies (3 cr.) P: D270. This course focuseson the development of global leadership skills. Itwill help students to: understand the major trendsaffecting work; have a sense of cultural diversity andthe interconnectedness of the world; foster effectivecommunication; build teams quickly across multiplecultural environments; proactively manage theircareer progress.

• BUS–D 411 International Competitive Strategy(3 cr.) This course is designed to provide anunderstanding of the interplay between theMultinational Corporation (MNC), the countriesin which it does business, and the competitiveenvironments in which it operates. The course takesa top management-level perspective on the designand implementation of MNC strategy.

• BUS–D 488 Current International Topics (3 cr.)P: Departmental authorization and current/previousenrollment in an overseas study program orsignificant international experience (includingexperience of international students enrolled at IU).Online course. Lectures and discussion on currenttopics relating to the international environment ofbusiness, as well as to the cultural aspects of thearea in which an overseas study program is located.(Formerly X488).

• BUS–D 490 Independent Study in InternationalBusiness (1-3 cr.) P: Consent of departmentchairperson and of instructor. Supervised individualstudy and research in student’s special field ofinterest. The student will propose the investigationdesired and, in conjunction with the instructor,develop the scope of work to be completed.Comprehensive written report required.

• BUS–D 496 Foreign Study in Business (2-6 cr.) P:Consent of instructor. Work in, or visits to, businessfirms; discussions with business executives andgovernment officials. Prior background reading,orientation work, and approval of project required.Two credit hours for each three weeks of foreignresidence.

Marketing• BUS–M 255 Topics in Marketing—Marketing

in our World Today (3 cr.) P: Admission to theKelley School. This course provides an introductionto the field of marketing and a discussion of keymarketing decisions, including market segmentation,branding and brand differentiation, pricing, product

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management, promotion, channel selection and customer service. It also focuses on recent trendsin marketing, including online marketing, buzzmarketing, and CRM. The course is open to Kelleysophomores and above. Note that M255 counts asan elective toward the marketing degree, but only iftaken before I-Core.

• BUS-M 271 Global Business Analysis (1.5cr, 8 wks) P: D270 with C. Students apply thecountry analysis skills, learned in BUS-D 270 GlobalBusiness Foundations, to a specific country orregion. Many Kelley departments offer versionsof this course. This means that, while all versionsfocus on business analysis, each could emphasize adifferent field of business and/or region of the world.

• BUS-M 272 Global Business Immersion (3 cr, 8wks plus travel) P: D270 with C. Students beginthis course with eight weeks on campus, studyingsimilar topics as those in Global Business Analysis. In addition, after completing this on-campus work,students spend approximately 10 days – with theclass – in the country they have studied. There, theyparticipate in cultural and business site visits whilecompleting their assigned research.

• BUS–M 300 Introduction to Marketing (3 cr.)P: A200, A201, or A202. Only for non-businessmajors. Offered for students pursuing a minor inbusiness while majoring in a non-business majoron campus, including apparel merchandising andinterior design, journalism, telecommunications, orsports marketing and management. Examination ofthe market economy and marketing institutions in theUnited States. Decision making and planning fromthe manager’s point of view and impact of marketingactions from consumer’s point of view. Not opento business majors. No credit toward a degree inbusiness. Students may not receive credit for bothM300 and (M370 or M304 or M301).

• BUS–M 303 Marketing Research (3 cr.) P: I-Core.Focuses on the roled of research in marketingdecision making. Topics include defining researchobjectives, syndicated and secondary data sourcesof marketing information, exploratory researchmethods, survey research design, observationalresearch techniques, experimental design, samplingprocedures, data collection and analysis, andcommunicating research findings.

• BUS–M 304 Introduction to MarketingManagement: Honors (3 cr.) P: A100, A201, A202,T175, T275, D270, X271 or X272, G202, K201,L201, C104, C204, X201, ECON-E 201, ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119(all with grades of C or better) and admission tothe Business Honors Program. C: F304, P304,Z304, and I304. Part of Honors I-Core; studentsare administratively enrolled. Examines marketingconcepts, strategic planning, marketing research,and information systems. Covers consumer andorganizational buying behavior, forecasting sales,and market segmentation and position. Also focuseson new product development process; product linesand brands; pricing strategies; distribution-channelmanagement; advertising; personal selling; andorganizing, evaluating, and controlling marketing.Students may not receive credit for both M304 and(M370 or M301 or M300).

• BUS–M 311 Introduction to MarketingCommunications (3 cr.) P: M300. Only fornon-business majors. This course is designedto introduce non-business majors to the field ofadvertising and promotion. Focuses on examiningthe factors impacting consumers’ receptivity tomarketing messages and purchase behavior.Developing competitive marketing strategies,persuasive messages, and appropriate mediavehicles for delivering them are covered. Emphasison practical application of these concepts throughcourse-long development and presentation of anIntegrated Marketing Communications Plan. Notopen to business majors. No credit toward a degreein business.

• BUS–M 312 Retail Marketing Management (3 cr.)P: M300. Only for non-business majors. This courseis designed specifically for the non-business majorinterested in retailing. The course objective is tocritically analyze the marketing processes andstrategic decisions made by major retail firms directlyor indirectly associated with the retailing industry.The course examines business challenges relatedto driving shareholder value through merchandisingpractices, inventory management, advertisingand promotional techniques, and multichannelopportunities. Not open to business majors. Nocredit toward a degree in business.

• BUS–M 330 Consultative Selling (3 cr.) P:Admission to Kelley and sophomore standing.This course is designed to provide insights into thesales and consulting professions by examining therole of persuasive communication and customerrelationship management behaviors, principles,strategies, and actions. It will provide students anopportunity to plan, practice, and review those verbalbehaviors associated with sales call success in orderto persuade others to think differently regardingideas, opinions, products, and services.

• BUS–M 344 Creativity and Communication(3 cr.) P: I-Core. Develops various creativity andcommunication skills necessary for marketingcareers. Topics include models of and barriers tocreativity and various techniques for stimulatingpersonal and professional creative skills. In addition,interpersonal, professional, visual design, andcomputer skills are developed. Sample assignmentsinclude producing various marketing materials,such as brochures, advertisements, and elaboratecommunication packages. In-class activities andexamples stimulate interest through hands-onexperience. Unique concluding activities requirestudents to integrate skills acquired into one finalproject and/or presentation.

• BUS–M 346 Analysis of Marketing Data (3 cr.) P:I-Core. Develops skills needed to manage, evaluate,analyze, and display marketing data. Topics includedata coding, data analysis using statistical software,attitude measurement and scaling, graphic displayof data, data-driven market segmentation, andcompetitor analysis. Database topics include natureand sources of scanner data, micromerchandisingsystems, CRM systems, and analysis tools fordatabases.

• BUS–M 370 Integrated Business Core—Marketing Component (3 cr.) P: A100, A201,

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A202, T175, T275, D270, X271 or X272, G202,K201, L201, C104, C204, X201, ECON-E 201,ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119 (all with grades of C or better). C: F370,P370, Z370, and T375. Students must applyonline (http://kelley.iu.edu/Ugrad/Academics/Requirements/page39725.html) to take I-Coreand, after getting permission, enroll using BUS-BE 371. Cross-functional survey of businessmanagement. The marketing component coversmarketing planning and decision making examinedfrom firm and consumer points of view. Topicsinclude the marketing concept and its company-wide implications, the integration of marketing withother functions, and the role that product, price,promotion, and distribution play in marketing strategyand implementation. Includes a cross-functionalcase done in teams. Students may not receive creditfor both M370 and (M304 or M301 or M300).

• BUS–M 401 International Marketing (3 cr.) P:M303. Covers world markets, their respectiveconsumers, and their political/economic marketingenvironments. Examines the marketing issuesrequired to meet the product, promotion, price,and distribution demands of a world market. Witha global emphasis the course includes substantialfocus on emerging markets.

• BUS–M 402 Marketing Channels (3 cr.) P: M303.Marketing channels are analyzed as organizedbehavioral systems. Focus is on the institutionalstructures, relationships, and functions of channelsof distribution as part of the marketing process.Franchising, vertical integration, and vertical channelagreements are also emphasized.

• BUS–M 405 Consumer Behavior (3 cr.) P:Admission to Kelley and sophomore standing.Description and explanation of consumer behaviorin retail markets. Topics include demographic,socioeconomic, psychographic, attitudinal, andgroup influences on consumer decision making.Applications to promotion, product design,distribution, pricing, and segmentation strategies.

• BUS–M 407 Business-to-Business Marketing(3 cr.) P: M303. Problems, activities, and decisionmethods involved in the marketing of goods andservices by business-to-business entities. Productdevelopment, pricing, promotion distributionsystems, and analysis of the roles of non-consumerbuyers.

• BUS–M 415 Advertising and PromotionManagement (3 cr.) P: M303. Basic advertisingand sales/promotion concepts. The design,management, and integration of a firm’s promotionalstrategy. Public policy aspects and the role ofadvertising in marketing communications in differentcultures.

• BUS–M 419 Retail Strategy (3 cr.) P: M303. Thecourse objective is to critically analyze the keymarketing processes and strategic decisions madeby major retail companies within the U.S. retailingindustry. The course examines business challengesand opportunities related to driving and sustainingretailer’s shareholder value. Topics include financialrequirements for publicly held retail firms, sustainingstore-as-brand identity, developing and refining

merchandising plans, pricing tactics, in-storeexecution, and customer’s experience management.

• BUS–M 426 Sales Management (3 cr.) P: M303.Emphasizes the activities and problems of field-sales management. Includes organizing sales force,recruiting, training, compensation, motivation, salestechniques, forecasting, territory design, evaluation,and control. Lectures and case studies.

• BUS–M 429 Legal Aspects of Marketing (3 cr.)P: M303. Analysis of statutes, regulations, andlaw doctrines applicable to marketing practices.Examination of legal issues encountered bymarketers in dealing with consumers, competitors,and other marketplace participants.

• BUS–M 431 Brand Management (1.5 cr.) P: I-Core.Brand management is a central function in manyconsumer firms. This course will provide an overviewof brand management and its role in fostering growthwithin firms. We will develop the notion that brandsare assets that need to be developed and nurturedto fulfill the organization’s financial goals. While thevalue of brands has been informally acknowledgedfor many years, brand management frameworksare relatively new. We will use various frameworksand tools to examine how to assess a brand’s valueand how to leverage this value in various branddecisions. This course will help students: Developa framework for structuring brand managementdecisions; Be able to use different approaches toassessing brand equity; Know how to leverage brandassets through extensions, co-branding and othermethods, and assess the impact of these actions;and Understand the concept of brand architectureand be able to explain the conditions under whichone type of architecture is more appropriate thananother.

• BUS–M 432 Digital Marketing (3 cr.) P: I-Core.From social networks to prosumer content andmobile applications, marketing in the digital ageis markedly different than in the past. Studentsin this course will get hands on experience withmany of today’s cutting edge social and digitalmarketing tools, learn to critique and create digitalmarketing strategies, and participate in exploratoryassignments to test out the theories that make thesetools work. Students will read about the functionaltheories related to social media including networktheory, game theory, and collective intelligence andwill then engage in experiencing these theories inaction first hand, building to a campaign of their owndesign. This course includes a full survey of digitalmarketing approaches from email to augmentedreality with an emphasis on matching technologyto specific marketing goals. Students in the coursemust be willing to create accounts on various socialmedia tools.

• BUS–M 450 Marketing Strategy (3 cr.) P: Seniorstanding, M303, M346 (M342/343), and M344.Focuses on marketing’s role in gaining a sustainablecompetitive advantage. Emphasis is on theapplication of key concepts through the use of casestudies and/or computer game simulation.

• BUS–M 455 Topics in Marketing—New ProductDevelopment (1.5 cr.) P: I-Core and declaration ofmarketing major. For most companies, effectivelydeveloping and managing new products generates

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the necessary growth for long-term performance.This course will provide an overview of new productdevelopment and its role in fostering performanceand growth within companies. We will look at thenew product development process to understandsome of the common reasons why new products fail,and we will leverage various frameworks and toolsfor more effective new product development.

• BUS–M 455 Topics in Marketing—Pricing (1.5cr.) P: I-Core and declaration of marketing major.Pricing is a fundamental component of the marketingfunction in an organization. Firms must gain valuefrom customers for the products and servicesprovided to them. The pricing course will provideyou with concepts and practical, easy-to-use toolsto help you set prices for new products and servicesand modify prices for existing solutions. The coursewill employ actual pricing data from firms along withcases and articles from the business press to helpyou generate solutions to real pricing problemsexperienced by firms. The course will also integratepricing with the other elements of the marketing mixto show how a coordinated solution is necessary forsuccess in the marketplace.

• BUS–M 490 Independent Study in Marketing (1–3 cr.) P: Consent of department chairperson and ofinstructor. Supervised individual study and researchin student’s special field of interest. The student willpropose the investigation desired and, in conjunctionwith the instructor, develop the scope of work to becompleted. Comprehensive written report required.

Operations and DecisionTechnologiesInformation and Process Management andTechnology Management

• BUS–K 315 Business Process Management(3 cr.) P: X201 or X202 (honors). This courseserves as an introduction to Business ProcessManagement (BPM). BPM is the discipline ofmodeling, automating, managing and optimizinga business process, through its lifecycle, to reacha business goal. In particular, the focus is onenabling technologies of Enterprise ApplicationIntegration (EAI) and workflow. The sub-topic ofautomating introduces students to the numerousXML languages, such as BPML and BPEL,associated with business process managementsystems. Techniques in process measurement suchas 6# and process simulation are also covered.

• BUS–K 317 Collaboration and Workflow (3 cr.)P: I-Core and K315. This class provides anintroduction to enterprise business processing withparticular emphasis on enterprise software systemsapplied to global processes. Workflow systemsintegrate people, processes, and technology,commonly known as organizational structure,business processes, and business objects. Thecourse covers an in-depth exploration of SAP’sWebflow technology, which provides an introductionto organizational systems, the role of people andorganizational structures, as well as the role ofregulatory constraints on enterprise systems. Itwill also cover SAP’s BPM architecture known asNetWeaver, and map processes with Intalio’s BPMS,

which lays over SAP’s NetWeaver to demonstratehow global organizations perform business processmanagement over traditional ERP systems.

• BUS–K 327 (3 cr.) P: X201. This course providesa strong focus on thinking skills used to enhancethe business decision making process. The classprocess will include breaking down a problem toits core, assembling a plan of action, and thenimplementing that plan with analytical tools. Analytic analysis is not simply about the quantitativemethods; rather, it must have the qualitativecomponent to be effective – you must be able toproperly define the problem. K327 delivers a strongemphasis on both components. The qualitativecomponent includes critical thinking, troubleshooting,problem solving, decision making, teamwork andcollaboration and process flow. The quantitativecomponent emphasizes analytics. In this class, wewill use Excel as the technology of choice to convertdata into information. Data analysis topics includedata manipulation, retrieval and calculation. Anadditional component of the class will be modelingthe decision making process with flow charts andExcel form controls. Class examples will be derivedfrom actual business cases and analysis.

• BUS–K 353 (3cr.) P: X201 or X202. Compared totraditional statistics, which often provide hindsight,the field of predictive analytics seeks to find patternsand classifications that look toward the future. Byfinding patterns previously not seen, predictiveanalytics not only provides a more completeunderstanding of data but also is the basis formodels that predict, thus, enabling managers tomake better decisions.

• BUS–K 410 Decision Support Systems (3 cr.)P: I-Core. This course focuses on planning toolsfor balancing demand and supply. A fundamentalconcern for many supply chain managers is tomaintain sufficient levels of inventory so thatcustomer demand can be met in a timely fashion.To achieve this goal, supply chain managerslead or participate in several activities that spana wide spectrum from demand planning toproduction planning. Some of these activities are:(1) forecasting future demand, (2) using forecaststo make mid- to long-term capacity and sales plans,e.g., workforce planning, promotion planning, (3)devising inventory control policies for finished goods,(4) connecting the plans for finished goods withthe plans for subassemblies, components and rawmaterial. This course introduces models and toolsthat help managerial decision making in the contextof such activities. The emphasis is on quantitativemodels that can be analyzed through spreadsheets. Topics Include: Demand Forecasting, AggregatePlanning, Sales and Operations Planning, InventoryPlanning: Managing Economies of Scale, InventoryPlanning: Managing Demand/Supply Uncertainty,Production Planning: Master Production Scheduleand Material Requirements Planning.

• BUS–S 305 Technology Infrastructure (3 cr.)P: X201 or X202 (honors). Introduces students toa wide range of telecommunications technologies,including local area networks, wide area networks,and the Internet, as well as to the uses of thesetechnologies in the organization.

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• BUS–S 307 Data Management (3 cr.) P: X201or X202 (honors). The course is designed toimprove the understanding of – and develop skillsin – the design and implementation of businessdatabases using database management systems(DBMS). Emphasis is on the practical aspects ofdatabase design and development. Topics includeconceptual design of database systems using theentity-relationship (ER) model, logical design andnormalization, physical design, and the relationaldatabase model with SQL as a language for creatingand manipulating database objects. There is asignificant hands-on use of DBMS technology and itsuse in systems design and implementation.

• BUS–S 308 Business Application Development(3 cr.) P: X201 or X202 (honors). Students areintroduced to the concepts of programming andsoftware development. A modern programminglanguage such as Visual Basic.Net or C++ is usedto illustrate the concepts. Weekly lecture contentis supplemented with lab sessions that providea hands-on exposition of various programminglanguage constructs and software developmentstrategies. Foundational concepts in object-orientation are also introduced.

• BUS–S 310 Systems Analysis and ProjectManagement (3 cr.) P: I-Core. Analysis of anorganization and the subsequent design of solutionsto meet business requirements are at the heart ofthe information systems field. This course follows astructured process called the systems developmentlife cycle that companies use to identify and solvebusiness problems. Alternative methodologies arealso covered. Students learn tools and techniquesfor conducting projects, including: how to gathersystem requirements; how to construct models ofbusiness processes using data flow diagrams; andthe role of computer-aided software engineering(CASE) technology. While S310 emphasizes thesystem analyst role, all business students canbenefit from the ability to analyze the processes,data, and computer systems that they will encounterin their work. This knowledge will also benefit themwhen working with the system analyst to definestrategic business solutions.

• BUS–S 400 Integration of Systems and theBusiness (3 cr.) P: I-Core. The course’s primaryobjective is to build upon, extend, and facilitate theintegration of business and technical knowledge tohelp students succeed as managers in a technology-intensive, corporate environment. Through the use ofa variety of cases, the course will enable students tounderstand how information technology can be usedto achieve competitive advantage, and to improvedecision making, business processes, operations,and organizational design. Taught concurrently withBUS-A 337; ODT majors may use either course.

• BUS–S 428 Advanced Application Development(3 cr.) P: I-Core and S308. Introduces students toadvanced concepts of programming relevant to thedevelopment of business applications. The emphasiswill be on the concepts of object-orientation. Amodern programming language such as Java will beused to illustrate the programming concepts. UMLwill be used to illustrate the design concepts.

• BUS–S 433 Information Systems Security (3 cr.)P: I-Core and S305. This class covers the broadaspects of information security. Topics coveredinclude: physical security, password security,biometrics, an intensive review of TCP/IP as itrelates to security, routers, Network IntrusionDetection, NAT, firewalls, content-filtering, lockingdown the client machine, Linux and Unix, encryption,vulnerability testing, and a whole series of attacks.Hands-on labs are an essential component of thecourse. In addition to the above topics, the class alsocovers the managerial, human, auditing, and legalaspects of security.

• BUS–S 450 Information Technology Controls(3 cr.) P: S307. Introduces IT processes andcontrols for Sarbanes-Oxley compliance in anorganization. Frameworks such as COSO, COBIT,ISO 17799, and ITIL are analyzed along with generalIT controls and core IT concepts that are the focus ofinternal control reviews.

• BUS–X 201 Technology (3 cr.) P: K201 orK204 with a grade of C or better. X201 is an I-Core prerequisite that is required of all businessmajors. It consists of two components: a lab and alecture; students must enroll in both componentsconcurrently. The lecture provides an introductionto a range of technologies currently deployed inorganizations, including a broad understanding ofhow technologies are deployed, their impact andpotential, their strategic importance, and their impacton organizations and on society. The labs focuson technologies that transform data into usableinformation to enhance decision making. They relyheavily upon Microsoft Excel and, to a lesser extent,Microsoft Access to develop sophisticated dataanalysis and modeling tools. Students may not getcredit for both X201 and X202.

• BUS–X 202 Technology: Honors (3 cr.) P: K201or K204 with a grade of C or better and admissionto the Hutton Honors College or the BusinessHonors Program. X202 substitutes for X201, an I-Core prerequisite that is required of all businessmajors. It consists of two components: a lab and alecture; students must enroll in both componentsconcurrently. The course provides an introductionto a range of technologies currently used inorganizations including a broad understanding ofhow technologies are deployed, their impact andpotential, and their strategic importance. Studentprojects focus on technologies that transformdata into usable information to enhance decisionmaking. They rely heavily upon Microsoft Exceland, to a lesser extent, Microsoft Access to developsophisticated data analysis and modeling tools.X202 is the honors version of X201, and it sharesthe same basic course content as X201. However,its in-class applications and its projects and examsare more challenging than those in X201. Studentsmay not get credit for both X202 and X201.

Supply Chain Management and OperationsManagement

• BUS–P 256 Businesses in the Flat World(3 cr.) P: Application to Kelley’s undergraduateshort-term international programs office in theFall semester. Direct Admit Freshmen only. In

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view of greater global integration in economic,technological, political, and ecological spheres, itis increasingly important to understand businessesin the "flat" world. This course focuses on globalinterdependence and concentrates on socio-political background as well as the business and itsinstitutional context in India, an emerging economy.The course is offered only to Direct Admit Freshmenstudents in the second 8 weeks of the Springsemester (of freshman year), and is followed by atrip to India in the summer.

• BUS–P 271: Global Business Analysis (1.5 cr) P:D-270. Students apply the country analysis skills,learned in BUS-D 270 Global Business Foundations,to a specific country or region. Many Kelleydepartments offer versions of this course. Thismeans that, while all versions focus on businessanalysis, each could emphasize a different field ofbusiness and/or region of the world.

Sample Topic for P271: ODT versions of P271 will alsointroduce the global sourcing of services, specifically ITOutsourcing. Most Fortune 1000 companies use GlobalSourcing as an operational strategy to become and/orremain ‘better, faster, or cheaper.’ Common businessprocesses (known as Business Process Outsourcingor “BPO”), include manufacturing, data processing, callcenters, HR/resourcing (known as Resource ProcessOutsourcing or “RPO”), finance/accounting, and IT (knownas IT Outsourcing or “ITO”). The IT research firm Gartnerrecently predicted that through 2015, IT hiring in majorWestern markets will come predominantly from Asian-headquartered companies enjoying double-digit growth.Global Sourcing is a fundamental subset of Globalization-- It is here to stay.

• BUS–P 272 Global Business Immersion (3 cr, 8wks plus travel) P: D270 with C. Students beginthis course with eight weeks on campus, studyingsimilar topics as those in Global Business Analysis. In addition, after completing this on-campus work,students spend approximately 10 days – with theclass – in the country they have studied. There, theyparticipate in cultural and business site visits whilecompleting their assigned research.

• BUS-P 316 (3cr.) P: I-Core. We study businesssustainability from an operations perspective, andits toolkits. Tools and topics include lean, take-backlegislation, environmental management systems andISO 14001, green buildings and LEED, life cycleassessment, carbon footprint, remanufacturing,recycling, reuse, leasing and servitization, designfor environment, ecolabels and sustainability in thesupply chain.

• BUS–P 300 Introduction to OperationsManagement (3 cr.) P: A200 or A201 or A202. Onlyfor non-business majors. The operations functionis concerned with the activity associated with theproduction of goods and services. Provides anoverview of operating decisions and practices in bothmanufacturing- and service-oriented firms. Whileno attempt is made to cover any particular area indepth, standard terms and concepts required tocommunicate effectively with operating personnelare introduced. No credit toward a degree inbusiness. Students may not receive credit for bothP300 and (P370, P304, or P301).

• BUS–P 304 Operations Management: Honors(3 cr.) P: A100, A201, A202, T175, T275, D270,X271 or X272, G202, K201, L201, C104, C204,X201, ECON-E 201, ECON-E 370, ENG-W 131,MATH-M 118, MATH-M 119 (all with grades of Cor better) and admission to the Business HonorsProgram. C: M304, P304, Z304, T375. Part ofHonors I-Core; students are administrativelyenrolled. This class is part of the honors integrativecore, along with F370, M370, and Z370. A survey ofoperations and supply chain management (OSCM),this course involves the design, planning, execution,and control of the processes which deliver theproducts of a firm. Potential topics include OSCMStrategy; the design of manufacturing, service,and healthcare processes, quality, and projectmanagement; sourcing, logistics and distributionprocesses; and planning and control processes.Students may not receive credit for both P304 and(P370 or P301 or P300).

• BUS–P 320 Supply Chain Management: GlobalSourcing (3 cr.) P: I-Core. As many firms movefrom a Make-to-Buy sourcing strategy, this courseexamines the critical role of the Procurementfunction within the organization. The objective is toprovide students with a fundamental understandingof the purchasing/sourcing function, key issuesand developments in purchasing and supplymanagement within the context of SCM, and toidentify ways that purchasing can make a positivecontribution to the competitiveness of the firm. Thecourse examines the purchase process in firmsand our personal lives. Topics include an intro tothe field/role in SCM; developing global sourcingstrategies using commodity/channel/categorymanagement; make-or-buy decisions; supplieridentification and selection; contract and pricingpractices; negotiation; spend analytics includingvalue analysis for services; lean plant evaluation;contract performance monitoring; traditional versecollaborative supplier development; cross-functionalrelationship management, and ethics.

• BUS–P 370 Integrated Business Core—Operations Component (3 cr.) P: A100, A201,A202, T175, T275, D270, X271 or X272, G202,K201, L201, C104, C204, X201, ECON-E 201,ECON-E 370, ENG-W 131, MATH-M 118, MATH-M 119 (all with grades of C or better). C: M370,P370, Z370, and T375. Students must apply online(http://kelley.iu.edu/Ugrad/Academics/Requirements/page39725.html) to take I-Core and, after gettingpermission, enroll using BUS-BE 371. Cross-functional survey of business management. Thiscourse examines the processes of organizations thatare used to transform the resources employed by afirm into products or services desire by customers. This includes the processes that move productand information through the various stages ofthe organization. The emphasis is on the cross-functional nature of the topic within the organization. Topics include Sourcing; Inventory management;Demand forecasting; Aggregate production planning;Logistics; Project management; Six sigma quality;and Layout and process design. Students may notreceive credit for both P370 and (P304 or P301 orP300).

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• BUS–P 421 Supply Chain Management (3 cr.)P: I-Core. This course focuses on the strategicdesign of supply chains with a particular focuson understanding customer value. Supply chainstrategy examines how companies can use thesupply chain to gain a competitive advantage.Students develop the ability to conceptualize,design, and implement supply chains aligned withproduct, market, and customer characteristics. The course approaches supply chain managementfrom a managerial perspective and introducesconcepts in a format useful for management decisionmaking including using case analysis, team-basedlearning and business presentations. Topicsinclude: Supply chain mapping; Supply chains andnew products; Customer relationship management;Sustainability and SCM; Performance metrics;Collaboration; Customer service; and Supply chainrisk management.

• BUS–P 429 Operations Processes (3 cr.) P: I-Core. This course involves the analysis of internalbusiness processes fundamental to the efficientoperation of any firm including product creation. Thecourse emphasizes the process flow method usingthree measures of process achievement: throughput(the rate of product delivery), flowtime (the timeit takes to deliver that product), and inventory. Computational analysis using simulation isemphasized. Since changes are usually done withinthe context of a project, skills in the managementof projects are also developed in the course. Valuechain and lean management concepts related toreductions in process variability, time, and waste willbe emphasized in the course. Topics include: Little’sLaw; the uses of inventory; the importance of time-based competition; Bottleneck analysis; Processdesign principles; Static process analysis; Valuechain analysis; Process variability and quality; andmanaging the change process.

• BUS–P 431 Supply Chain Management: Logisticsand Distribution (3 cr.) P: I-Core. This course isdesigned to equip students with a comprehensiveunderstanding of the logistics function within aworld economy. SCM coordinates both informationand material. Logistics is the combination oftransport, storage and control of material fromthe raw material supplier, through all facilities,to the end customer and includes the collectionof returns and recyclable material. The courseencompasses both the qualitative and quantitativeaspect of logistics management. It describesexisting logistical practices in a global economyand examines ways and means to apply logisticsprinciples to achieve competitive advantage. Topicsinclude: Transportation modes; Carrier selection;Transportation costing; Developing lean logisticsstrategies that integrate services; Design andmanagement of the warehouse/distribution network;Transportation planning and execution (domesticand international); IT systems in logistics includingRFID; Material handling and packaging systems; andReverse logistics.

Schoolwide Courses• Additional Required Courses

• Communication, Professional, and Computer Skills• Integrative-Core• Internship• Globalization and Overseas Studies

Communication, Professional, andComputer SkillsCommunication Skills

• BUS–C 104 Business Presentations(3 cr.) Students are introduced to oralcommunication in business contexts. The coursefocus is on theory-based skill development thatwill enable students to deliver audience-centeredmessages, work in teams, and analyze and developoral arguments. Students may not receive creditfor both C104 and (X104, C106, or X106). NOTE:Students, who are required to take SLST-T 101courses, must complete those courses before takingC104.

• BUS–C 106 Business Presentations: Honors(3 cr.) P: Students must be admitted to theHutton Honors College or the Business HonorsProgram. Students are introduced to oralcommunication in business contexts. The coursefocus is on theory-based skill development thatwill enable students to deliver audience-centeredmessages, work in teams, and analyze and developoral arguments. Students are given an additionalopportunity to engage in a social or politicalcommunication exercise. Students cannot receivecredit for both C106 and (X106, C104 or X104).NOTE: Students, who are required to take SLST-T101 courses, must complete those courses beforetaking C106.

• BUS–C 204 Business Communication (3 cr.)P: ENG-W 131 or equivalent with a grade of C orbetter and at least two full semesters of course workon a college campus. Business Communicationprepares each student to write strategic, effective,and ethical messages and to collaborate in globalbusiness environments. Students learn to: applythe complex communication process model tospecific contexts; construct and critically analyzearguments; write clear, concise, and audience-centered business documents; collaborate withinteam environments to deliver effective messages. C204 satisfies the criteria for the Shared Goal ofIntensive Writing in the Indiana University GeneralEducation curriculum. Students may not receivecredit for both C204 and (X204, C205, or X205).NOTE: Students, who are required to take SLST-T101 courses, must complete those courses beforetaking C204.

• BUS–C 205 Business Communication:Honors (3 cr.) P: ENG-W 131 or equivalent witha grade of C or better, admission to the HuttonHonors College or the Business Honors Program,and at least two full semesters of coursework ona college campus. The overall goal of this courseis to develop an awareness of the complexityinvolved in the communication process in order tocommunicate effectively both verbally (orally and inwriting) and nonverbally in a business setting. TheC205 capstone experience is participation in a teamcase competition. C205 satisfies the criteria for

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the Shared Goal of Intensive Writing in the IndianaUniversity General Education curriculum. Studentsmay not receive credit for both C205 and (X205,C204, or X204). NOTE: Students, who are requiredto take SLST-T 101 courses, must complete thosecourses before taking C205.

• BUS–C 301 Communication for Accountants(3 cr.) P: declared Accounting major. Required forall Accounting majors. Students are introducedto effective written and oral communication skills,specifically for use in an accounting career. The course approach is to view accounting-related interactions (accounting interviews withclients, preparing audit reports, and so on) froma communication perspective. Students may notreceive credit for both C301 and X301.

• BUS–C 330 International CommunicationStrategies (3 cr.) This course explorescommunication strategies useful for dealing withthe demands of doing business in a foreign culture.Students learn about the similarities and differencesof verbal and nonverbal communication stylesbetween multiple cultures and countries. Studentsmay not receive credit for both C330 and X330.

• BUS–C 255 Business Writing for EnglishLanguage Learners is a one-credit hour, onlinecourse for Kelley School of Business students andprospective students who have been identifiedby Kelley faculty as needing additional languagesupport to succeed in the Kelley curriculum.Students enrolling in C255 do not speak Englishas their native/first language. This course focuseson written grammar, sentence structure, wordchoice, and language use skills as they apply in abusiness context. This course may be taken priorto or concurrent with C204 or C205 (BusinessCommunication); the assignments are designed todevelop, reinforce and provide extra practice forsimilar business writing skills. C255 may be taken forcredit or Pass/Fail.

Professional Skills• BUS–T 175 Kelley Compass I: The Individual

(1.5 cr.) You.Inc. is grounded in the transitionto college and to IUB, Kelley Compass I (T-175)focuses on developing individual self- awareness asthis relates to the opportunities that are possible inbusiness. It is organized around three questions: Who am I? What do I want? How am I going to getthere? In the context of Kelley and IUB culture andexpectations, students learn to identify and presentthemselves to others through: reviewing interestand skills inventories; analyzing their cultural andethical influences; reframing their life experiencesto date; reflecting on their values and priorities;and preparing Skills/Activities resumes. Then, theydiscover what's possible and what they want by:attending major-focused presentations outside ofclass; identifying concepts of success; interviewingprofessionals; evaluating their “fit" in collegeorganizations; setting personal and professionalgoals; and considering the academic paths availableat Kelley and IUB. Finally, they plan how they willaccomplish their goals by: practicing networking;developing customized time management strategies;figuring out how to respond to challenges that might

de-rail them; and considering the role of "givingback" in their personal and professional lives.

• BUS–T 275 Kelley Compass II: The Team (1.5cr.) P: T175 with C and at least two full semestersof coursework on a college campus. Team.Inc. isa solid immersion into the world of teamwork, thiscourse focuses on critical thinking, cross culturalcompetence, and team building skills. It is organizedaround four stages of team development: Forming,Storming, Norming, and Performing. Working withpeople from diverse backgrounds in local and virtualteams, students learn to: manage first impressions;create effective teams; problem-solve in teams;organize and lead meetings; prepare for (anddebrief) mock interviews; research and produce aproduct in a team.

• BUS–T 375 Kelley Compass III: The BusinessProfessional (1 cr.) P: Successfully completedall I-Core prerequisites. Lead.Inc. is a companioncourse for I-Core that frames the whole semesteras a "job" or working environment. It is organizedaround practicing the team management skills ofclarifying goals, making action plans, assessingresults, and making changes to the plans. Studentslearn to: use Outlook and other e-tools to managetime and coordinate business and personal activities;utilize various approaches to leading a teamthrough ethical conundrums; create and fine-tuneCompetitive resumes and interview skills; andpractice managing teams projects.

Professional Skills: required for Kelley LivingLearning Center students

• BUS–T 134 Kelley LLC Community Development(1 cr.) P. KLLC member. The Kelley LLCCommunity Development Seminar is a discussion-based graduate student-led course that givesfirst-year students an opportunity to set personal,academic and professional goals while gainingthe confidence and interpersonal skills necessaryto connect with peers, professors and businessprofessionals. It supports the Kelley LLC’s aim toaccelerate students’ transitions from being highschool seniors to becoming informed, engagedemerging business professionals. This coursefocuses directly on tying together three aspectsof a student’s development (personal, academic,and professional) under the guidance of a caring,focused, and accomplished graduate studentinstructor.

• BUS–T 144 Kelley LLC Hot Topics (1 cr.) P: KLLC member and T134. Kelley LLC Hot Topics isa one-credit hour course, taught by Communicationfaculty from CPCS, that provides students theopportunity to explore the connection betweensome outside interest and business. It supports theKelley LLC’s mission to engage young students increative thinking and encourages students to exploretheir interests. The course is offered in the springsemester after students have completed Kelley LLCCommunity Development, T134.

Computer Skills• BUS–K 201 The Computer in Business

(3 cr.) K201 is an I-Core prerequisite that is requiredof all business majors. Students must enroll in both

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the lecture and the lab. It provides an introductionto the role of computers and other informationtechnologies in business. It provides instruction inboth functional and conceptual computer literacy.Conceptual computer literacy is the focus ofthe weekly lecture. After introducing the basicconcepts of computer use, these lectures devotespecial attention to current technological innovationin social and business environments. Topicsinclude technology and organizational change,telecommunications, privacy in the information age,and business security on the Internet. Functionalcomputer literacy is the focus of the weeklydiscussion section, which meets twice a week in acomputer lab. This part of the course presents anintroduction to two of the most widely used databaseand spreadsheet packages: Microsoft Accessand Microsoft Excel. Students learn, via hands-onexamples, many of the powerful tools containedin these two packages, with emphasis on how toanalyze a variety of business problems with Accessand Excel. The goal is not to teach these packagesin an abstract sense, but rather to show how theycan be applied to real business problems to helpmake important decisions.

• BUS–K 204 The Computer in Business:Honors (3 cr.) P: Students must be admitted tothe Hutton Honors College or the Business HonorsProgram. K204 substitutes for K201, an I-Coreprerequisite that is required for all business majors.It provides an introduction to the role of computersand other information technologies in business.It provides instruction in both functional andconceptual computer literacy. Conceptual computerliteracy is the focus of the weekly lecture. Afterintroducing the basic concepts of computer use,these lectures devote special attention to currenttechnological innovation in social and businessenvironments. Topics include technology andorganizational change, telecommunications, privacyin the information age, and business security on theInternet. Functional computer literacy is the focusof the weekly discussion section, which meets twicea week in a computer lab. This part of the coursepresents an introduction to two of the most widelyused database and spreadsheet packages: MicrosoftAccess and Microsoft Excel. Students learn, viahands-on examples, many of the powerful toolscontained in these two packages with emphasison how to analyze a variety of business problemswith Access and Excel. The goal is not to teachthese packages in an abstract sense, but ratherto show how they can be applied to real businessproblems to help make important decisions. K204 isthe honors version of K201, and it shares the samebasic course content as K201. However, its in-classapplications and its projects and exams are morechallenging than those in K201.

The Integrative Core (I-Core)I-Core prerequisites: A100, A201/205, A202/207,C104/106, C204/205, G202, K201/204, L201/293, T175,T275, D270, X271 or X272, X201/202, ECON-E 201/S201, ECON-E 370/STAT-S 301/MATH-K 310, ENG-

W 131 or equivalent, MATH-M 118/S118, MATH-M 119/M211 or equivalent, all with grades of C or better.

Standard I-CoreStudents must apply online to take standard I-Core: http://kelley.iu.edu/Ugrad/Academics/Requirements/page39725.html

• Applications for Fall or Summer I-Core are acceptedFebruary 15-March 15

• Applications for Spring I-Core are acceptedSeptember 15-October 15

After receiving approval, students register using BUS-BE371* - if they are taking I-Core in summer 2014 or later. Students taking I-Core prior to summer 2014, shouldconsult earlier versions of the Kelley undergraduatebulletin.

• BUS–F 370 Integrated Business Core—FinanceComponent (3 cr.) Cross-functional survey ofbusiness management. The finance componentprovides an introduction into basic principles andperspectives of financial thought. Covered topicsinclude the time value of money, risk and return,interest rates and debt risk, capital budgeting,security pricing, and portfolio concepts. Includes across-functional case done in teams. Students maynot receive credit for both F370 and (F304 or F301or F300).

• BUS–M 370 Integrated Business Core—Marketing Component (3 cr.) Cross-functionalsurvey of business management. The marketingcomponent covers marketing planning and decisionmaking examined from firm and consumer pointsof view. Topics include the marketing concept andits company-wide implications, the integration ofmarketing with other functions, and the role thatproduct, price, promotion, and distribution play inmarketing strategy and implementation. Includes across-functional case done in teams. Students maynot receive credit for both M370 and (M304 or M301or M300).

• BUS–P 370 Integrated Business Core—Operations Component (3 cr.) Cross-functionalsurvey of business management. The operationscomponent is concerned with the production anddistribution of goods and services. Topics includeinventory management, demand forecasting,aggregate production planning, shop scheduling,project management, quality control, and layout andprocess design. Includes a cross-functional casedone in teams. Students may not receive credit forboth P370 and (P304 or P301 or P300).

• BUS–Z 370 Integrated Business Core—Leadership Component (3 cr.) Cross-functionalsurvey of business management. The classintroduces the concept of employees as a humanresource and theories of how leaders can bestmobilize those resources to achieve the firm’s goals.Students focus on leadership in the context of anorganization, learning ways in which performancemanagement systems shape employee behavior.Topics covered include the focused developmentof human resources through needs assessment,selection, compensation, and enterprise-wide

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planning. Students may not receive credit for bothZ370 and (Z302 or Z304).

*BUS-BE 371 includes BUS-T 375 Compass III, a coursethat is taken concurrently with I-Core.

Honors I-CoreAll Business Honors students take Honors I-Core in theFall of the junior year. Students preparing for Honors I-Core should confirm their intention and eligibility withtheir Honors Academic Advisors so they can be givenpermission to enroll.

• BUS–F 304 Financial Management: Honors(3 cr.) Part of Honors I-Core. Broad survey offinance for all honors business students. Providesa conceptual framework for a firm’s investment,financing, and dividend decisions; includes workingcapital management, capital budgeting, and capitalstructure strategies. Students may not receive creditfor both F304 and (F370 or F301 or F300).

• BUS–M 304 Introduction to MarketingManagement: Honors (3 cr.) Part of Honors I-Core. Examines marketing concepts, strategicplanning, marketing research, and informationsystems. Covers consumer and organizationalbuying behavior, forecasting sales, and marketsegmentation and position. Also focuses on newproduct development process; product lines andbrands; pricing strategies; distribution-channelmanagement; advertising; personal selling; andorganizing, evaluating, and controlling marketing.Students may not receive credit for both M304 and(M370 or M301 or M300).

• BUS–P 304 Operations Management: Honors(3 cr.) Part of Honors I-Core. A survey courseconcerned with the activity associated with theproduction of goods and services. Topics includequality management, process design, capacitymanagement, materials management (includingmaterials requirements planning and the just-in-time inventory system), and project management.Students may not receive credit for both P304 and(P370 or P301 or P300).

• BUS–J 304 Strategic Management: Honors (3 cr.)Part of Honors I-Core.Strategic Management isconcerned with the roles and tasks of firms’ topmanagers (i.e., strategic decision makers). Thiscourse is designed to provide an appreciation for thetotal firm perspective and the means by which firmscreate and sustain competitive advantage in today’sincreasingly challenging and complex businessenvironment (domestic and global). Strategicmanagement of a firm involves diagnosing the firm’scurrent situation and developing realistic solutionsto the strategic and organizational problems thatconfront top managers. A desired outcome ofthis course is an enhanced appreciation for thecomplexities of managing a formal organization. Theprimary objective of the course is to help developanalytical skills for identifying key strategic issuesand formulating appropriate strategies given a firm’ssituation. Students may not receive credit for bothJ304 and J375.

InternshipBUS–W 499 Co-op/Intern Work Assignment Off-Campus (0 cr.) This course is the Kelley School ofBusiness course designation for off-campus COOP/Internship participation. Registration in BUS-W 499 islisted on a student’s transcript during the semester(s)that the student is participating in an internship.Students request “enrollment” in W499 by completingthe online W499 registration form located on theUndergraduate Career Services Office (UCSO) websiteat https://ucso.indiana.edu/cgi-bin/students/brochures/InternshipReportingbrochure.cfm. W499 registrationprovides documentation of an off-campus internshipexperience only and does not grant any credits oradditional privileges.

BUS–X 498 Credit for Internship Course (2 cr.)P: Junior standing or permission of the instructor andapproval of the internship by the UCSO. This course isdesigned to deepen the overall learning gained from aninternship. By completing structured assignments thatrelate both to the internship work and to elements of thebroad-based business curriculum at the Kelley School,the value of the internship may be markedly increased. Toearn credit for an internship, a student must complete allX498 coursework while participating in an internship that:

• Is supervised; the student must be based on thecompany premises and meet in person with asupervisor at least once a week to discuss progress,challenges, etc.

• Is at least nine weeks in length and 35–40 hours perweek

• Involves learning something useful, not just doing“busy work”

• Includes project-oriented work, and the studentmust have the responsibility for a relevant businessproject from start to finish

• Is related to the further understanding of careerfields and/or coursework

• Increases employability in major field of interest

See the UCSO website for further details about internshipsthat qualify for this course. To register, students mustsubmit the online application form through the UCSOwebsite at: https://ucso.indiana.edu/cgi-bin/students/brochures/InternshipReportingbrochure.cfm prior tobeginning the internship position.

Globalization and Overseas StudiesGlobal Foundations CoreAll Kelley undergraduate students take the three coursesof the Global Foundations Core in the sophomore year:BUS-D 270, BUS-X 271 or X272, and BUS-G 202.These courses are I-Core prerequisites and must becompleted with grades of C or better. Although D270 is theprerequisite for X271/X272, the Global Core courses donot need to be completed in the same semester. The G-Core courses are designed to help students understandthe global nature of business and to learn how to analyzethe implications for doing business in other countries.

• BUS–D 270 The Global Business Environment(1.5 cr., 8 wks) P: sophomore standing. Theobjective of this course is to familiarize students withthe environments facing managers and corporationswho are operating in the global economy. Thus,

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participants should acquire awareness of, and anappreciation for, the diversity and complexity of theglobal environment. More specifically, the successfulcompletion of this course should enable participantsto understand and analyze how global forces shapecorporate strategy. This course should be of interestto all business students; as citizens, consumers,workers, and as future business leaders they musttake account of domestic and global dimensionswhen making decisions.

• BUS–X 271 Global Business Analysis (1.5 cr.)P: D270 with C. This set of 8-week course optionsfollows D270 and provides an opportunity to digdeeper into country analysis from the perspectiveof a business discipline. Students may select anycourse on the BUS-X 271 list (A271, D271, F271,G271, M271, P271, etc.). These courses capitalizeon the increasing diversity and expertise of facultyfrom all departments. Topics could include suchthings as: contemporary issues like the GreatRecession; geographic regions or trading markets;environmental and economic development issues;challenges of global sourcing; labor markets; or legaland regulatory issues.

• BUS–X 272 Global Business Immersion (3 cr.) P:D270 with C. These courses are alternates to theX271 options and similar in topics, except that theyare 3 credits and include a travel component. After 8weeks in the classroom, students travel - as a group- to the country or region emphasized in the course. In that location, they participate in relevant site visitswhile completing the academic parts of the course.As with X271, students may select any course fromBUS-X 272 list (A271, D271, F271, G271, M271,P271, etc.).

• BUS–G 202 Business, Government and Society(2 cr.) P: ECON-E 201 or ECON-S 201 with agrade of C or better. This course is intended tomake you aware of the broad range of ways inwhich the non-market environment—especiallygovernment policy—affects business, and give youan understanding of the process through whichbusinesses and other special interest groups createand change the rules of the game under which theyfunction. In today’s economy, successful businessstrategy entails more than outmaneuvering rivalcompanies; managers must also devise strategiesto cope with the global, non-market forces thatconfront businesses and other forms of organization.Managers need to understand how public policy ismade and how special interest groups, includingtheir own businesses, can affect the policy process.This is true both for the CEO of a multinationalcorporation dealing with multiple governments andthe administrator for a local partnership trying to dealwith city officials.

Study Abroad• BUS–X 480 Professional Practice Abroad (3 cr.)

P: Departmental authorization and enrollmentin a Kelley School of Business overseas studyinternship program. Students will receive creditfor an internship completed abroad with requiredcompletion of academic deliverables. Counts as aninternational business elective.

• BUS–X 485 Overseas Study I (3 cr.) P: Enrollmentin a Kelley School of Business overseas studyprogram. Lectures and discussion on current topicsrelating to the international environment of business.Counts as an Arts and Humanities course forgeneral education distribution option.

• BUS–X 486 Overseas Study II (3 cr.) P: Enrollmentin a Kelley School of Business overseas studyprogram. Lectures and discussion on current topicsrelating to the international environment of business.Counts as a Social and Historical Studies course forgeneral education distribution option.

• BUS–X 488 Current International Topics (1–6 cr.) P: Departmental authorization and current/previous enrollment in an overseas study programor significant international experience as anadult. Online course. Lectures and discussionon current topics relating to the internationalenvironment of business, as well as to the culturalaspects of the area in which an overseas studyprogram is located.

• BUS–X 491 Overseas Study III (3 cr.)P: Enrollment in a Kelley School of Businessoverseas study program. Lectures and discussionon current topics relating to the internationalenvironment of business. Counts as a Naturaland Mathematical course for general educationdistribution option.

Additional Required CoursesFor students taking Standard I-Core:

• ECON–E 202 Macroeconomics or ECON–S202 (3 cr.) P: ECON-E 201or ECON-S 201. Thiscourse may be taken at any time after E201 and isrequired prior to graduation. It is also required priorto participating in a summer or semester-long Kelleystudy abroad program.

• BUS–J 375 Strategic Management (3 cr.) P:I-Core. A cross-functional survey of businessmanagement. This course is concerned withthe roles and tasks of firm’s top managers (i.e.,strategic decision makers). Designed to provide anappreciation for the total firm perspective and themeans by which firms create and sustain competitiveadvantage in today’s increasingly challengingand complex business environment (domesticand global). Strategic management of the firminvolves diagnosing the firm’s current situation anddeveloping realistic solutions to the strategic andorganizational problems that confront top managers.A desired outcome of this course is an enhancedappreciation for the complexities of managing aformal organization. The primary objective is to helpdevelop analytical skills for identifying key strategicissues and formulating appropriate strategies given afirm’s situation.

• BUS–L 375 Ethics and the 21st Century BusinessLeader (2 cr.) P or C: I-Core. The course isdesigned to enhance students’ awareness of theethical dimensions of business decisions and theirability to make reasoned judgments about them.It provides students with basic tools of ethicalreasoning and the opportunity to practice these skillsand reflect on their responses to ethical dilemmas.Students may substitute BUS-L 376 if they are

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admitted to the Hutton Honors College. Studentsmay not get credit for both L375 and L376.

For students taking Honors I-Core:• ECON–E 202 Macroeconomics or ECON–S

202 (3 cr.) P: ECON-E 201or ECON-S 201. Thiscourse may be taken at any time after E201 and isrequired prior to graduation. It is also required priorto participating in a summer or semester-long Kelleystudy abroad program.

• BUS–Z 304 Managing & Behavior inOrganizations: Honors (3 cr.) P: Junior Standingand admission to the Hutton Honors College or theBusiness Honors Program. Integration of behaviorand organizational theories. Application of conceptsand theories toward improving individual, group, andorganizational performance. Builds from a behavioralfoundation toward an understanding of managerialprocesses. Students may not receive credit for bothZ304 and (Z370 or Z302).

• BUS–L 376 Ethics and the 21st Century BusinessLeader: Honors (2 cr.) P or C: I-Core. The courseis designed to enhance students’ awareness ofthe ethical dimensions of business decisions andtheir ability to make reasoned judgments aboutthem. It provides students with basic tools of ethicalreasoning and the opportunity to practice these skillsand reflect on their responses to ethical dilemmas.Students may substitute L375 for L376 but may notget credit for both L375 and L376.

Organizations & Services• Academic Advising• Academic Support• Business/SPEA Library• Student Organizations• Undergraduate Career Services• Office of Diversity Initiatives

Academic AdvisingThe mission of Kelley Academic Advising is toparticipate in the transformation of our students byproviding a personal connection to their Kelley experienceand promoting their academic success, professionaldevelopment, and individual maturity.

• Kelley academic advisors work with students asthey identify and pursue their individual goalswhile supporting and challenging them to:

• Demonstrate professionalism andaccountability, by taking responsibility for theirown college experience

• Effectively manage their academic planningin order to participate in enriching educationalexperiences and graduate in a timely way

• Identify and utilize academic and enrollmentpolicies and procedures.

• Kelley academic advisors participate inextensive training and ongoing professionaldevelopment in order to:

• Communicate accurate information aboutdegree requirements, IU/Kelley policies andprocedures

• Demonstrate the awareness and skillsassociated with communication, equitableinterventions, and cultural competence

• Apply concepts and best practices relatedto advising, student development, andprofessional development

• The Kelley academic advising administratorsmanage the direction and day-to-day operationsof the program in order to:

• Maintain the accuracy, storage, security,and accessibility of student records and dataassociated with Kelley Advising

• Ensure the functioning, maintenance, andaccess to advising-related resources

• Collaborate with Kelley and campus partnersto provide the best possible experience forstudents and staff

• Implement, institutionalize, and documentpolicies and best practices related to advising

• Provide training and professional developmentfor advisors

• Engage in ongoing assessment andimprovement

Contact Information for Kelley Academic AdvisingAdmitted Kelley Students

• Schedule 30-minute planning appointments at HH(BU) 254 or (812) 855-2614

• Discuss quick (5-minute) questions at walk-inadvising in HH (BU) 254, Mon-Fri, 10-11 AM

• Pose really quick questions via emails to individualadvisors or busadv@indiana.edu

• Find out more about Kelley Advising at http://kelley.iu.edu/ugrad/academics/advising.cfm

• Access information about the degree, deadlines,policies, and procedures at the Kelley AdvisingOncourse site

• Gain tips related to academic coaching and successat http://kelley.iu.edu/ugrad/academics/support.cfm

Current or Prospective Business Honors Students• Schedule 30-minute planning appointments at the

Fess House, 516 North Fess or (812) 855-1649.• Participate in walk-in advising at the Fess House,

516 North Fess, Mon-Fri, 10-11 AM• Find out more about the Business Honors Program

at http://kelley.iu.edu/ugrad/academics/honors.cfm

Students interested in Kelley International Programs• Schedule 30-minute planning appointments at HH

(BU) 254 or (812) 855-8066• Participate in walk-in advising in HH (BU) 218, Mon-

Fri, 10-11 AM• Pose quick questions via emails to individual

advisors or ksabroad@indiana.edu• Explore international program options at

http://kelley.iu.edu/Ugrad/Academics/Abroad/page40033.html

Non-business majors pursuing a Business Minor orthe Business Foundations Certificate

• Schedule 30-minute planning appointments at HH(BU) 254 or (812) 855-2614

46 September 16, 2013

• Participate in walk-in advising at HH (BU) 254, Mon-Fri, 10-11 AM

Prospective students, from other IU or non-IU schoolsand units

• Meet with members of the Kelley Admissions team(instead of Kelley academic advisors)

• Gain information or schedule their appointments atHH (BU) 234 or (812) 855-4474

• Pose quick questions or request credential reviewsvia email at bschool@indiana.edu

• Find out information related to admission at http://kelley.iu.edu/ugrad/admissions/index.cfm

Professional academic advising plays a vital rolein the educational mission of Indiana University,complementing the work of faculty to create acomprehensive learning experience for all undergraduatestudents. As students explore their intellectual interestsand goals, academic advisors partner with faculty, staff,and administrators to engage students in the universityenvironment. Advisors are professionals, members of acommunity of higher education experts that . . . fosterstudents’ personal growth, enable students to explore theiracademic options, and develop meaningful educationalplans consistent with their personal and professionalgoals. – IU Bloomington Academic Advising TaskForce, 2010

Business/SPEA InformationCommonsHead: Christina Sheley, M.L.S. (Indiana University, 2005)

The Business/SPEA Information Commons providesthe space, services, and research tools that help fosterKelley students’ success. Housed in SPEA 150, the facilityhas 16 group study rooms, 40 individual workstations,spaces for collaborative and quiet study, and a café.Services here include book check-out and delivery, accessto course textbooks, and in-person or virtual researchassistance (“Ask a Librarian”).

In addition, the Business/SPEA Information Commonsand IUB Libraries provide access to over 200,000 printvolumes and hundreds of subject-specific electronicresources, including ABI/Inform, Bloomberg, BusinessSource Premier, Factiva, Lexis/Nexis Academic,Mintel Reports, RDS Business Reference Suite, andThomsonONE, that support business research andcoursework.

Call 812-855-1957 or visit the Business/SPEA InformationCommons website (http://www.libraries.iub.edu/index.php?pageId=77) for more information.

Student OrganizationsKelley students are active in many of the hundreds ofstudent organizations at Indiana University, including anumber of business-related organizations that enablestudents to develop their interests in various fields. Thefaculty of the Kelley School recognizes that studentorganizations are a critical component of the KelleySchool’s academic environment and educationalprograms, giving students valuable opportunities beyondthe classroom to develop professional maturity andto strengthen leadership skills. In addition, throughinvolvement in these organizations, students can practice

Kelley values such as respect, responsibility, and ethicalactions and decision-making. The Kelley School supportsits undergraduate organizations and strongly urgesstudents to participate.

Kelley Student Government (http://kelley.iu.edu/ksg/):The Kelley Student Government (KSG) representsthe official voice of the Kelley School of Businessundergraduate student body and works together withthe faculty and staff of the Kelley School of BusinessUndergraduate Program to influence curriculum andpolicy changes, as well as implement various student-led initiatives. The KSG Student Ethics Committeeencourages ethics within the Kelley School throughprogramming, education, and policy initiatives. Throughthe participation of Kelley student organization presidents,KSG serves member organizations by promotingcollaboration and information sharing.

Civic Leadership Development (www.kelley.iu.edu/isi):The flagship program of the Kelley Institute for SocialImpact, was founded in 1988. CLD’s mission is to increaseKelley students' awareness of social challenges throughdirect community service to the IU Bloomington campusand Bloomington-area nonprofits, to offer studentsopportunities to engage in constructive dialogue withcommunity and nonprofit leaders, and to develop students'leadership skills, business acumen, and professionalnetworks. Led by a student board of directors under theguidance of a full-time professional staff member, CLDenhances Kelley students’ academic preparation throughvolunteer service and civic engagement opportunities,nonprofit internships, educational events, and fundraisingexperience.

The Alternative Break Program (www.kelley.iu.edu/isi): The ABP provides opportunities for studentsto travel domestically and abroad to address socialchallenges. These week long and weekend trips immersestudents in a new environment, providing an experientialunderstanding of challenging social issues. Trips takeplace over Thanksgiving, Winter, and Spring Breaks, aswell as weekends throughout the school year. Studentsreturn to campus with strong friendships and the skill setand experience to lead direct service efforts in their owncommunities. Further, Alternative Break trips preparefuture business leaders to incorporate civic values into theculture of business.

Student Business Ambassadors (http://kelley.iu.edu/Ugrad/StudentLife/page39614.html): The StudentBusiness Ambassadors (SBA) help us attract the bestand brightest prospective students. Under the guidanceof professional staff members, the SBAs present atdaily information sessions for prospective students andfamilies, act as hosts to visiting students, represent Kelleyat various special events, and assist with recruitmentinitiatives.

Other Organizations (http://www.kelley.iu.edu/Ugrad/StudentLife/StudentOrgs/page39072.cfm):Each year, more than 60 additional organizations ofinterest to business students register as Kelley StudentOrganizations.

Undergraduate Career Services• Director: Susie Clarke, B.S. (Indiana University,

1979)

September 16, 2013 47

• Senior Associate Director: Scott Zanger, M.S.(Indiana University, 1991)

• Recruiting Lead: Deborah Morris, B.S. (IndianaUniversity, 1990)

• Student Services Lead: Thao Nelson, M.S. (IndianaUniversity, 1993)

The Kelley School of Business has one of the most highlyregarded career services departments in the nation. Eachyear, hundreds of companies send representatives tointerview prospective candidates with business careeraspirations. Other firms provide information regardingopportunities of interest to both graduating studentsand juniors seeking internships. Undergraduate CareerServices coordinates the recruiting programs, makesinformation available regarding job openings, providesnetworking opportunities, and refers qualified students topotential employers. More information is available at http://kelley.iu.edu/ucso/.

The Undergraduate Career Services Office (UCSO) islocated in room P100 in the Kelley School and serves asa meeting ground for all IU-Bloomington undergraduatesseeking business careers and for business organizationsseeking to employ them. To utilize these services,all students must complete certain career educationrequirements. For those seeking use of UCSO servicesfor the pursuit of internships or full-time opportunities,the requirement is BUS-T 275 (including its prerequisite,BUS-T 175) or BUS-X 420, as offered on the Bloomingtoncampus. Kelley students are also required to take BUS-T375 to fully fine-tune their professional skills.

Office of Diversity Initiatives• Emily Dutton• Nissy Stetson-Grace

The Kelley Office of Diversity Initiatives (KODI) providesbroad-based support, programs, services, and resourcesto prospective and current Kelley School of Businessstudents from historically underrepresented groups.These programs and services include: tutorial resourceinformation, KODI Kandid (a diversity programmingseries), the Fry Scholars Program, the Triad MentoringProgram, and the Junior Executive Institute (a pre-collegeprogram for high school juniors and seniors). There arealso student organizations that are affiliated with theKODI office: The Association of Latino Professionals inFinance and Accounting, the National Association of BlackAccountants, and the Kelley Student Diversity Council.The Kelley Office of Diversity Initiatives also advisesthe KODI Student Advisory Board (KSAB), a group thatis charged with being the “student voice” of KODI, andassists in the planning and implementation of diversity-related events and recruiting efforts in the Kelley School.For more information about KODI programs and servicesemail kodi@indiana.edu or visit our website at http://kelley.iu.edu/Ugrad/Why/Diversity/page39057.html.

The Kelley Office of Diversity Initiatives can be accessedthrough BU 234, with offices located in BU 230. Ouroffices provide a warm and welcoming environment forstudents seeking assistance and support or to study andsocialize.

Academic SupportThe Kelley School provides Academic Coaching (freetutoring) for specific I-Core pre-requisite courses andreferrals to academic support for others. Details can befound at: http://kelley.iu.edu/Ugrad/Academics/Support/page39064.html.

Academic Policies &Procedures

• Academic Regulations• Grading System• Graduation Eligibility• Scholastic Standards• Transfer Credits and Waivers• Computer Recommendations

Academic RegulationsAcademic StandingAcademic standing is determined by the total number ofcredit hours completed toward graduation.

• Freshman standing: fewer than 26 creditscompleted

• Sophomore standing: 26-55 credits completed• Junior standing: 56-85 credits completed• Senior standing: 86 or more credits completed

Term LoadA typical academic load is 15 to 17 credit hours per term.Students wishing to register for more than 19 credit hoursin a given term should have a cumulative grade pointaverage of 3.0 or higher or have attained a grade pointaverage of at least 3.0 during the previous full term. Toenroll in more than 19 credit hours, students must see abusiness academic advisor for authorization.

Addition of ClassesNo course may be added after the first week of a full termor the first week of a summer session unless the instructorof the class recommends that an exception be made tothis policy and there is seating room according to the firecode. Because of the nature of the work, the length of theclass, or group assignments, some instructors only allowstudents to add their courses before or during the firstweek of a term.

Business Courses Numbered 300-499Enrollment in business courses numbered 300-499 islimited to the following students:

1. Kelley School students.2. Non-Kelley School students who are planning to

complete one of the business minors or a BusinessFoundations Certificate.

3. Non-Kelley School students who are registered fordegree programs requiring specific business courses(such programs include Apparel Merchandising andInterior Design, Health Administration, Journalism,Sports Marketing and Management, Informatics, andTelecommunications). Enrollment will be permittedonly in required business courses. Prerequisitesmust be fulfilled for admission to business courses.

4. Other students with specific permission of thedepartment offering the course (departments

48 September 16, 2013

may choose to declare certain courses as openenrollment courses).

Credit for Self-paced Independent Study CoursesThe Kelley School faculty and staff strongly advisestudents to complete all their coursework in the classroom.The school will, however, accept a total of six creditsof self-paced, online or correspondence independentstudy courses toward some portions of the degree.Because of their basic importance in the degree program,the following courses may not be taken in a self-pacedindependent study format: admission courses, businesscourses, I-Core prerequisites, J375, L375, and ECON-E 202. In addition, the IU General Education Curriculumcourses must also be completed in classroom settings.

Note: All correspondence/distance educationcourses, taken through IU in the intendedgraduation semester, must be completed three weeksprior to the end of the semester to allow time for finalgrades to be posted.

Credit for Courses Taught in Virtual ClassroomsThe Kelley School does permit students to take requiredcourses in "virtual" classrooms or in hybrid course formats. These courses may be taught wholly or partially online aslong as they:

• Are taught within a semester frame of reference.• Are not self-paced – that is, students have

assignments due on specific dates.• Involve the active participation of students with

the instructor and other members of the class on aregular basis, throughout the term.

InternshipsKelley School students are encouraged to pursueinternships; those interested should contact the KelleyUndergraduate Career Services Office (UCSO). Duringthe term (summer, fall, or spring) of the internship,students should enroll in BUS-W 499 (no credit). Ifthey also choose to enroll in BUS-X 498 (includesacademic work, for credit), they should enroll in thiscourse according to the guidelines on the UCSOwebsite. Students apply for authorization to enroll ineither of these courses through the UCSO website athttps://ucso.indiana.edu/cgi-bin/students/brochures/InternshipReportingbrochure.cfm

Physical Education CoursesA maximum of 4 credit hours of physical education (SPH-I xxx) courses may be used for supplemental creditsand applied toward the 120 total credits required forgraduation.

0-level Music CoursesA maximum of 4 credit hours of 0-level Music (MUS-? 0xx)courses may be used for supplemental credits and appliedtoward the 120 total credits required for graduation.

ROTC CoursesIndiana University grants academic credit for ROTCcourses offered by the Departments of Aerospace Studiesand Military Science. Credits earned for ROTC coursesmay be used for supplemental credits and applied towardthe 120 total credits required for graduation.

Prerequisites for Business CoursesStudents must have the prerequisites on their IU transcriptor be currently enrolled in the prerequisites exactlyas indicated in the notes of the online Schedule ofClasses for each course. A student who does not havedocumentation of completion of a course's prerequisite willbe removed from the course at the beginning of the term.

Duplication of CreditBefore enrolling in any course, students are stronglyadvised to check with a Kelley academic advisor aboutpotential problems with cross listing or course duplication.

Transfer of Integrative Core CreditStudents who expect to earn the Bachelor of Science inBusiness from the Bloomington campus must completethe courses in the business Integrative Core on theBloomington campus.

Grading SystemThe official grading system of the university and theequivalent grade point values are as follows:

A+ or A 4.0A- 3.7B+ 3.3B 3.0B- 2.7C+ 2.3C 2.0C- 1.7D+ 1.3D 1.0D- 0.7F 0.0

No grade points are assigned for the following gradesymbols: I (incomplete), NC (no credit), NR (no report filedby instructor), P (passing), R (deferred), S (satisfactory),W (withdrawn), and FN (failed/not attending).

• Grade Point Average• Auditing Classes• Extended X Policy• Incomplete Courses• Pass/Fail Option• R Grade• Withdrawals

Grade Point AverageThe cumulative grade point average (GPA) is computedby dividing the total number of grade points earned by thetotal number of credit hours completed in which grades ofA through F are earned.

The IU and Kelley GPAs are based only upon courseworktaken at Indiana University campuses. Credit earnedat non-IU institutions might be applied toward degreerequirements and earned credits, but the grades earned atother institutions will not be included in the Kelley Schoolof Business or Indiana University semester or cumulativegrade point averages.

The IU GPA calculation includes the grades for all coursestaken at any IU campus, including courses that have been

September 16, 2013 49

repeated. However, it excludes the grades for the initialattempts at courses for which the grades were replacedusing the EX policy.

The Kelley Program GPA calculation includes the gradesfor all courses taken at any IU campus, including coursesthat have been repeated – whether or not the grades werereplaced using the EX policy.

Auditing ClassesThe Kelley School does not allow students to auditundergraduate business courses.

Extended X PolicyIndiana University Bloomington's Extended X (or EX)grade forgiveness policy allows students to re-take upto three courses and replace the grades for the originalattempts with the re-take grades for the purposes ofcalculating the IU GPA. Kelley students may utilize the EXpolicy. However, the Kelley School does not apply gradeforgiveness to the Kelley Program (internal) GPA whichis used for scholarships, admission, graduation,and all categories of academic standing for currentstudents. Instead, both the original grade and the re-takegrade are included in the Kelley Program GPA. Whenstudents repeat a course, they do not receive additionalcredits for it, whether or not it is EXed.

The EX request must be submitted prior tograduation. For further information, please see theguidelines outlined in the Office of the Registrar's onlinebulletin at http://registrar.indiana.edu/extendedx.shtml.Kelley students may submit EX requests online at: https://kelley.iu.edu/UGradApps/onlineapps/expetition/

Incomplete CoursesA temporary grade of Incomplete (I) on the transcriptindicates that the coursework completed is satisfactory butthat the entire course has not been completed. A grade ofI may be assigned only if the student is not in attendanceduring the last 25 percent of an academic term and theinstructor has reason to believe that the absence wasbeyond the student’s control. Otherwise, the instructorshall assign a grade of F.

It is the instructor’s responsibility to specify the work tobe done to remove the I grade and the period of timeallowed for completion. Upon satisfactory completion ofthe work within the time allowed, the I will be removed andthe earned grade recorded. An incomplete grade will beautomatically changed to an F after one calendar yearunless the course instructor has submitted a grade or arequest for an extension. A student who has received agrade of Incomplete should not register for the course asecond time, but should arrange with the instructor to havethe I grade changed to a letter grade upon completion ofrequirements.

Pass/Fail OptionStudents in the Kelley School may elect to take amaximum of two courses under the Pass/Fail optionper year. The procedure and deadline for declaring thisoption may be found in the Registrar's online Enrollmentand Student Academic Information Bulletin at http://studentcentral.indiana.edu/register/register-classes/manage-schedule/ways.shtml. Special regulations

affecting the Pass/Fail option for Kelley School studentsare as follows:

1. Kelley students must meet with a Kelley Academicadvisor to submit a Pass/Fail request

2. Only one course each semester or one course foran entire summer may be taken under the Pass/Failoption.

3. Pass/Fail may only be used for Supplemental Hours.Kelley School students may not take any business,general education, or other required course Pass/Fail.

4. A grade of P is not counted in the grade pointaverage; a grade of F is included. Once the Pass/Fail option has been requested, grades of P may notbe changed to any other letter grade.

R GradeThe R grade (deferred grade) on the final report indicatesthat, for this course, the work of the student can beevaluated only after two or more terms. Courses in whichan R grades are assigned will be announced as deferred-grade courses in the Enrollment and Student AcademicInformation Bulletin and the Schedule of Classes.

WithdrawalsThe grade of W (withdrawal) is given automatically to thestudent who withdraws from courses by the registrar’sdesignated deadline as listed in the Enrollment andStudent Academic Information Bulletin. The grade of Wwill be recorded on the date of withdrawal.

Withdrawals after the registrar’s deadline arerarely permitted. Exceptions are made only for direcircumstances (e.g., serious illness). The desire to avoida low grade is not an acceptable reason for withdrawalfrom a course after the registrar’s deadline.

In order to withdraw from a course after the automaticwithdrawal period, Kelley School students must obtaina petition form from a business academic advisor andsubmit it to the Petitions Committee through the AdvisingOffice in the Kelley School. Students must provide writtendocumentation supporting the petition. In addition tothe Petitions Committee, the instructor of the coursemust agree to the late drop. A minimum of 10 businessdays is required for the Petitions Committee to makea determination and approve or deny a petition. If thepetition is approved, the student will be assigned a gradeof W, administratively. If the petition is denied, the studenthas two options: (1) to remain in the course and receivewhatever grade is earned, or (2) to withdraw from thecourse with a grade of F, regardless of the student’scurrent grade in the course.

Non–business students enrolled in business courses mustpetition their own schools.

In the case of withdrawal from all subjects, a student mustbe passing the course(s) on the date of withdrawal toqualify for a grade of W. In any course that the studentis failing on the date of withdrawal, the grade assignedwill be F. Students who wish to withdraw from all coursesduring a semester must contact the Office of StudentAdvocates, at (812) 855-0761, advocate@indiana.edu, orat Eigenmann Hall West 229, to complete the withdrawalprocess.

50 September 16, 2013

Graduation EligibilityStudents who expect to receive the B.S. degree inbusiness from IU Bloomington, should meet the followingrequirements:

Senior ResidencyStudents must complete the final 30 credit hoursof coursework toward the degree program on theBloomington campus or in an approved study abroadprogram. For exceptions to this requirement, please seea business academic advisor in the Kelley School andsubmit a degree exception petition.

Degree CompletionStudents must complete all degree requirements andenough approved supplemental credits to reach aminimum of 120 credits counting toward the degree.

Minimum GPA• Achieve an overall GPA of 2.0 in all courses

counting toward the degree.• Achieve an overall GPA of 2.0 in all courses

counting toward each declared business major.

Complete TranscriptsCredits for all coursework, including final term courses,independent study, correspondence, distance education,and transfer courses, must be recorded on the candidate’sIndiana University transcript prior to the degree conferraldeadline. Note that, even after transfer transcripts havebeen received at IU Bloomington, it can sometimestake several months for those credits to be posted tothe student's IU transcript. Therefore, students shouldrequest that official transcripts be sent to IU immediatelyafter completing coursework at any non-IU institution.

Grad CheckIn the semester prior to the intended graduation semester,students should schedule individual Grad Checkappointments with their academic advisors to make surethey are on track for graduation - and to have time tomake any necessary adjustments to their final semester'senrollment.

Graduation ApplicationCandidates for the B.S. degree in business must apply forgraduation online at http://www.kelley.iu.edu/ugrad/apps/grad_info.cfm. Application deadlines are:

• September 15 for December graduation• November 15 for May graduation• February 15 for Summer graduation

Students who apply by the deadline can be assured thatthey will:

• Receive accurate and timely feedback aboutchallenges to graduation eligibility

• Receive notifications from IU about Commencement• Find their names on official Commencement

Ceremony documents• Graduate, as planned, as long as all requirements

have been met• Receive their diplomas

Students who fail to apply by the deadline, are at-risk forone or more of the above.

Attendance at CommencementStudents may attend the IU Bloomington CommencementCeremony (http://www.indiana.edu/~ceremony/) andKelley Senior Recognition as long as they have appliedfor graduation. However, participation in either of theseevents is not an indication that final grades have beenposted and reviewed or that the degree has beenconferred. Degree conferral occurs several weeks afterCommencement and diplomas are sent by the Office ofRegistrar several months after Commencement.

Statute of Limitations for Degree RequirementsCandidates for the B.S. degree in business have theright to complete the degree requirements specified bythe bulletin in effect at the time they entered IndianaUniversity, provided: (1) the required courses are availableand (2) no more than eight calendar years have elapsedsince the date of entry. In the event that the requiredcourses are not available or that more than eight yearshave elapsed, students must communicate with KelleyUndergraduate Academic Advising (busadv@indiana.edu)to have their transcripts evaluated. The evaluationwill determine if they may continue with their originaldegree requirements or must update to the currentdegree requirements. An advisor is assigned to work withreturning students to determine how and where they maycomplete their degrees.

Scholastic Standards• Academic Misconduct• Academic Standing• Honor Code• Minimum Grades• Probation and Dismissal

Academic MisconductIndiana University and the Kelley School expect studentsto follow the fundamental principles of academic integrityin the pursuit of learning. Academic integrity requires thatstudents take credit only for ideas and efforts that are theirown. Violation of these principles is considered an act ofmisconduct.

Academic integrity is defined in the online Code ofStudent Rights, Responsibilities, and Conduct at: http://www.iu.edu/~code/code/index.shtml. The penaltiesand procedures that apply when academic misconductoccurs are stated in the code. The policy on academicmisconduct is also printed, each semester, in the onlineEnrollment and Student Academic Information Bulletin.

The Kelley School strictly follows the guidelines statedin the Code of Student Rights, Responsibilities, andConduct. In addition, the school may also considerit appropriate to remove the student from the courseinvolved and to assign a grade of F.

Academic StandingA student is considered to be in good standing when hisor her grade point average is 2.0 or higher for the lastsemester’s coursework and when his or her cumulativegrade point average is at least 2.0.

Honor CodeThe Kelley School of Business Honor Code provides anopportunity for students to actively shape their future

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behaviors, values, and lifestyles. This student-writtencode proclaims a commitment to ethical principles andfair academic competition and unifies students by a setof values that holds honesty and integrity in the highestregard. The Kelley School of Business Student EthicsCommittee works with faculty and students to ensure thatthe standards of the honor code are upheld. The KelleyHonor Code may be found at http://kelley.iu.edu/Ugrad/Academics/HonorCode/page39065.html.

Minimum GradesThe Kelley School requires minimum grades as follows:

• A grade of C or higher in all I-Core prerequisitecourses

• A minimum grade of C in each of the four coursesthat comprise the Integrative Core and in BUS-T 375(taken concurrently with Standard I-Core) or BUS-I304 (taken concurrently with Honors I-Core)

• Minimum grades for some specific courses, withinsome majors

• An overall GPA of 2.0 in all courses counting towardthe degree, at the time of graduation

• An overall GPA of 2.0 in all courses countingtoward each declared business major, at the time ofgraduation

Students may repeat each course once to achieve therequired grade. If, after the second attempt, the minimumgrade of C is not met, the student should see a businessacademic advisor to discuss repeating the course again.

In general, students should see their academic advisorsfor any questions related to minimum grade requirements.

Probation and DismissalA student is placed on academic probation followingany enrollment period in which he or she fails to attaina minimum grade point average (GPA) of 2.0. Althoughan overall, cumulative GPA below 2.0 does not placea student on probation, a student will not be able tograduate if the major GPA or the overall, cumulative GPAis below 2.0. However, if the semester GPA is below2.0, this does place the student on probation even if theoverall, cumulative GPA is above 2.0.

A student on academic probation must reflect on pastacademic challenges through an online self-assessmentsurvey and meet with an identified business academicadvisor a minimum of two times during the probationsemester. At these appointments, the student andthe advisor will discuss these challenges and outlinestrategies for academic improvement and success.Additionally, a student on academic probation mustcomplete one of two courses: BUS-X 355 AcademicSuccess Mentoring (2 cr) or EDUC-X 158 The Culture ofCollege (3 cr).

A student who fails to attain a minimum grade pointaverage of 2.0 in a second enrollment period will bedismissed from the Kelley School. At the discretion of theProbation Committee, a student may also be dismissedfrom the Kelley School if he or she fails to meet therequirements of the probation policies. The dismissal is,in effect, a year-long leave of absence during which thestudent has an opportunity to re-think his or her academicgoals and plans. A student, who has been dismissed,does have the opportunity to petition for re-instatement.

In such cases, petitions must be submitted in accordancewith the deadlines and the terms of dismissal as specifiedin the dismissal letter. The deadline to apply for fall

semester readmission is March 15t and the deadline to

apply for spring readmission is November 15t. A studentmay not apply to be readmitted during a summer session. A denied re-admission petition results in permanentdismissal from the Kelley School.

If a student is awarded re-entry, and fails to meetprobation requirements for a succeeding semester orearns below a 2.0 grade point average in any enrollmentperiod, that student will be permanently dismissed fromthe Kelley School.

For more information about academic probation andacademic success initiatives, go to http://kelley.iu.edu/ugrad/academics/support.cfm.

Transfer Credit & WaiversTransfers from Colleges and Universities outside theU.S.The Kelley School does not award specific businesscourse credit for courses transferred from colleges oruniversities outside the United States. All businesscourses taken outside the United States will be acceptedfor undistributed (elective) credit hours only. This policycan directly affect the amount of time required forinternational transfer students to complete Kelley Schooldegree requirements. Therefore, students consideringtransfer, who have already completed a considerablenumber of business courses, are encouraged to carefullyexamine the advisability of transferring to the KelleySchool to complete an undergraduate degree.

Transfers from Other Colleges and Universities insidethe U.S.Acceptance of credit from other U.S. institutions isdetermined by the Indiana University Office of Admissions.The applicability of credit toward degree requirements inthe Kelley School is determined by the school.

• 100/200 level business courses that are acceptedfor transfer are usually accepted for specific courseequivalency. Those that do not have equivalents atthe Kelley School will be accepted as undistributed(elective) credit. These will appear on the IUtranscript as BUS-UN courses.

• 300/400 level business courses must be taken onthe IU Bloomington campus or in an approved studyabroad program; transfer credit for these courses willbe accepted as undistributed (elective) credit only.They will also appear on the transcript as BUS-UNcredits.

Transfer of Credits from Other Indiana UniversityCampusesStudents who wish to transfer to the Kelley School atBloomington from another IU campus are required to meetthe same Kelley admission requirements as students fromother institutions. As is true for other transfer students,students transferring from another IU campus mustcomplete an Inter-Campus Transfer Request and enrollthrough the University Division for their first semester onthe Bloomington campus; they are eligible to apply foradmission to business after they have completed at leastone Bloomington term and all of their business admission

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courses; they must apply for Kelley School admissionand be admitted during their first two terms on the IUBloomington campus.

Students who expect to earn the B.S. degree in businessfrom IU’s Bloomington campus must complete I-Core onthe Bloomington campus and also complete the last 30credit hours of the degree program in Bloomington.

Transfer Credit DetailsThe total number of credits accepted for transfer from afour-year institution is limited to a maximum of 90 credithours. The total number of credits accepted for transferfrom a junior college or a community college is limited to amaximum of 60 credit hours. If credits are transferred fromboth two- and four-year schools, the combined number ofcredits accepted for transfer is 90.

Although they are often visible on the transcript and areconsidered for admission purposes, course grades fromnon-IU institutions are not included in the IU GPA; onlycredit hours earned in a course are recorded. Coursegrades from other IU campuses are, however, included inthe GPA.

The official evaluation of credit is completed aftera student is admitted to the university. However,many course equivalencies can be found on the IUAdmissions Credit Transfer Services website at http://cts.admissions.indiana.edu/index.cfm. Students shouldcheck on transfer credit equivalencies prior to takingcourses at other campuses.

Specific Course WaiversStudents, enrolled at Indiana University, who havetaken business computer skills courses that appearto have covered the same material as that in BUS-K201, may sit for a competency exam during the firstweek of fall or spring classes. Students who performsuccessfully on the test will receive a course waiverfor BUS-K 201 but will not receive actual course credit.Students who feel they are eligible for the exam shouldcontact ksbenrol@indiana.edu.

Credit by Self-Acquired CompetencyThe Kelley School does not award academic credit on thebasis of self-acquired competency. Specifically, the KelleySchool will not accept self-acquired competency credit,for any business coursework, even if it was awarded byany other division/school of Indiana University or by otherinstitutions.

For non–business courses, the school will accept creditfor specific courses awarded on the basis of self-acquiredcompetency by other baccalaureate degree-grantingunits of Indiana University and by other institutionsaccredited by the North Central Association of Colleges orcomparable regional associations. However, these creditsare unlikely to count for IU General Education or minorcourses. They may only be used for supplemental credits.

Computer RecommendationsKelley students must use computers that are capableof running Microsoft Office applications. For moreinformation, please visit http://www.kelley.iu.edu/TS/Student/policies/page1767.html.

University Information Technology services (UITS)maintains a walk-in support center called the Information

Commons. It is located in the main library on the firstfloor. For hours and more information about UITSsupport, go to http://uits.iu.edu/page/apgt.