May 6, 2003

Holocaust Scholar Named to Des Lee Post

CEO Comes to Campus

Military Strategy Shows Results

Webster Voices

News from Shaw AFB

Did You Know?

Kampus Kudos

St. Louis Calendar Highlight

Service Anniversaries

New Employees

Holocaust Scholar Named to Des Lee Post

Academic Affairs has announced the appointment of Dr. Wolf Gruner to be the Des Lee Visiting International Scholar for the 2003–04 academic year. Gruner is a leading German historian of the Holocaust. He is also one of the few scholars in any country doing in-depth, historical research on comparative genocide. In his work, Gruner explores the mechanics of racial discrimination: how certain communities are marked as "outcast" and then deprived incrementally of economic rights, political rights and, eventually, the most fundamental human rights.

Webster’s College of Arts and Sciences will host Dr. Gruner during the Fall 2003 term, when he will offer an undergraduate seminar on the History of the Holocaust. Other activities are also planned.

Arts and Sciences Dean David Wilson says, "Wolf Gruner is a remarkable scholar who has strengths in areas where we are strong, where we want to grow stronger throughout our international network of campuses and where we want to forge closer ties with our community. These areas include human rights, genocide and Holocaust studies, international relations, and Germanic studies. We expect him to serve as a catalyst and consider ourselves lucky to have him."

The University got a preview of Gruner’s scholarship at a Center for International Education noontime symposium on April 10, when he spoke on "Genocide: A Comparative History." In his presentation, Gruner said it was necessary to develop a "typology" of the various official measures "against professions, property and so on" that can ultimately lead to genocide. He called for more systematic research on "pre-killing periods to discover paths that lead to mass killings." Although he is currently researching genocide against native people in Bolivia, Gruner spoke mostly about his earlier research on the German Holocaust, which focuses on the "hidden history" at the local level. He said "the main part of society was involved" in the Holocaust, and it was important to "get rid of the idea" that only "a small group" was responsible. People at the local level had "room to maneuver," and "freedom to act and react." He said that all the citizens of Germany had a "real responsibility" for what occurred in their country.

Dr. Gruner is one of only a few East Germans of his generation to succeed as a historian in the reunified German Republic. His current research project is titled, "State Discrimination against the Indigenous Majority in the Republic of Bolivia 1825–1952." A collection of his essays on the Holocaust is being published in English by Cambridge University Press under the title, Forced Labor of Jews in the Nazi State: Studies on Jewish Compulsory Labor in Germany, Austria, and in the Occupied Territories of Poland. He has written numerous books and articles in German about public welfare, forced labor, and the role of local authorities in the persecution of Jews in Germany, Poland, and Austria. Gruner has been a researcher at the Center for the Research of Anti-Semitism, Technical University, Berlin. He is currently the John F. Kennedy Memorial Fellow at the Center for European Studies at Harvard University. He has been a visiting scholar at Women’s Christian University in Tokyo, at the U.S. Holocaust Memorial Museum in Washington, D.C., at Yad Vashem in Jerusalem, and elsewhere.

CEO Comes to Campus

Lee Scott, president and CEO of Wal-Mart, was the inaugural speaker at the School of Business and Technology’s new CEO lecture series on Wednesday, April 16. Addressing an audience of about 250 in the Winifred Moore Auditorium, Scott spoke on the topic of "Leadership Challenges of a Global Corporation."

In his presentation, Scott acknowledged Wal-Mart’s size and influence in the marketplace, saying that the company’s financial strength gave it "the courage to do what others do not." Yet, the head of the world’s largest retailer downplayed the extraordinary clout that being number one gives the company. Most shoppers, he suggested, do not get up in the morning with a plan to visit a store just because it’s part of the world’s largest chain. Shoppers, he continued, make their decisions based on other criteria. He cited other worthy competitors that are likely to entice shoppers, including Walgreens, Target, Home Depot, and Lowe’s.

Instead of focusing on Wal-Mart’s size, Scott said that Wal-Mart’s culture of respect separated it from the rest and would enable it to expand in the future. The culture honors the contributions of employees at all levels. "It’s critical to give credit where it’s due," he said. In addition, the Wal-Mart culture gives back to the local community where the store is located, not just by donating money, but by aligning itself with programs and organizations that have the skill and ground support to raise matching donations. He suggested that the Wal-Mart culture transcends national boundaries, saying that the company had enjoyed success in, for example, Japan, where skeptics had doubted that the Wal-Mart culture and the famous Wal-Mart employee cheer would take hold.

Scott explained that Wal-Mart would continue to expand domestically and internationally because the company owed it to its shareholders as well as to its employees who need opportunities for growth. He said that 70 percent of Wal-Mart management started out as hourly employees. Wal-Mart will grow, he continued, by opening new stores, making acquisitions, and through comparable sales growth, in which individual stores need to best themselves year after year. The chain as a whole strives to improve incrementally and enhance value, using, what Scott called, the "Plus 1" philosophy, making every item in the store a little better every year.

Scott said the principles laid out by Wal-Mart founder Sam Walton continued to guide the company: respect for the individual, customer service and excellence. But to these he added a fourth: integrity. He pointed out that Wal-Mart employees accept no gifts, even a free soda, from suppliers, as this might cloud their business judgment. He did admit, however, that while Wal-Mart does not share the problems of Enron or Worldcom, the company, nonetheless, reflects the larger society and is "not perfect." He said the company was trying to find and correct its mistakes and ranked it a "6 out of 10."

On hand for the talk were Bucky Jones, director, Fayetteville, Ark., Metro Campus, and Jerry Peters, regional director, Little Rock, Ark. Webster has a partnership with Wal-Mart’s home office in Bentonville, Ark., where several student cohorts are pursuing graduate degrees. Scott praised the partnership saying that too many talented employees had left the company to pursue degrees and had never returned. Webster, he said, is "providing opportunities for our people to get their degrees and still work at Wal-Mart, and they’re doing an outstanding job of that." He said that WalMart’s Webster students "are in school learning the tools that they will use further in their business careers. We’re actually getting better decisions made the next day, the next week, because they’re applying those learnings on the job. We haven’t quantified how many dollars we’ve saved, but you can’t help but be a better company when your people are better equipped to deal with the issues they have, and we appreciate it."

Military Strategy Shows Results

Webster’s network of military campuses has flourished over the past two years, with a net gain of nine campuses offering high-quality degree programs. Webster’s success was recognized in February 2002 when the Council of Colleges and Military Educators presented the University with its annual Institution Award for outstanding contributions to military education around the world.

Webster continues to attract large numbers of military service students because the extended campus network makes it easy to pursue a degree, even when students are on the move. Randy Wright, director of military programs, says, "As students transfer from installation to installation, it’s really nice to know that Webster is going to be at a large number of installations. This is a serious issue for our students." In addition, the University holds on to students by offering the same "trademark" degrees at each campus: the M.B.A., Computer Resources and Information Management, and Human Resources Development and/or Human Resources Management. Counseling is also catching on at the military installations, especially among civilian students.

But Webster’s success in the military market rests on more than its popularity and reputation among students. The University has crafted an ambitious strategy for expansion, which it pursues energetically. It has charted a path for itself that is defined by three criteria: educational need, a sustainable student population, and ready resources. When all three exist, Webster takes on the challenge of opening a new campus.

Often the military, itself, determines whether an educational need exists by conducting its own needs assessment. Educational services officers (ESOs) survey the numerous populations associated with each base. In addition to the service members themselves, ESOs may query their families, contractors and civil service employees to determine what kinds of educational programs they require. The ESOs compile the data and prepare a request for proposals (RFP). According to Randy Wright, "We pay very close attention to the request for proposals. We actually make a visit with the education center staff to understand the needs assessment, to ask questions, to really understand what those needs are. In finding out about those needs we also can determine if Webster University meets those needs. Is this within our mission? Is this what we do? Whenever the military’s educational needs and Webster University’s programs mesh, that’s when we submit a proposal." Randy notes that there are certain fields, for example, aeronautics, where Webster will not pretend to compete. "What we are looking for is a match with curricular needs."

In addition to responding to RFPs, Randy and his office will shape events as well. "It isn’t always a passive activity," he notes. "We’re always working and talking, having discussions about educational needs with education services officers. We have a lot of linkages with them. We attend a lot of their meetings and spend a lot of time with them. It’s a mutual interest. Sometimes people from the base outside of education contact us. So then we begin discussions with the ESO."

Once the need is established, Webster makes certain that there are enough students to sustain the program. "We want something that is going to last long term," says Randy.

Finally, Webster needs to make sure that a talented faculty pool with the appropriate teaching, work, and academic credentials is readily available. Randy notes that Webster rarely flies faculty in to teach at a campus, although an exception is made in Bermuda, where terms last 30 days rather than nine weeks to account for this special situation.

Randy adds that Webster has been able to organize stellar faculties at some of the new campuses. He cites Hunter Army Airfield in Savannah, Georgia, as a good example. "We knew there was a very large population of business and industry executives at nearby Hilton Head Island. We’ve been able to attract all kinds of retired captains of industry with Harvard M.B.A.s and just wonderful credentials to teach in our program. These aren’t folks that have been retired for 20 years. These are younger retirees who still want to give something back that they’ve learned. So, in Savannah, the faculty was a very easy thing for us.

Randy says that focusing on these three broad areas has meant success for Webster. In the coming year, he expects to open more military campuses.

Webster Voices

Education Makes Sense When Times Are Tough

FROM ELLEN DRIBER-HASSALL, SENIOR DIRECTOR, ALBUQUERQUE AND KIRTLAND AFB, N.M.

This is an excerpt from an article that appeared in the Business Outlook (April 17, 2003).

Take a moment and examine your world, your country and your local surroundings. We are surrounded by uncertainty, anxiety and fear, not just in world politics but in our economy and our daily lives. Where can we find the answers we seek?

Surprisingly, many adults turn to graduate education to make sense of uncertain times. For many, returning to school makes sense simply because furthering their education is an investment that can be trusted and will pay personal dividends in the future, regardless of what society has to offer.

When times are tough, why do adults invest their time, talents and resources in a graduate degree? Research indicates people seek a graduate degree to advance their skills, prepare for a new job, provide economic stability and insulation, further their networking skills and differentiate themselves from the rest of the pack. Working adults realize undergraduate degrees earned years ago were their entry to the job market and now more is needed and demanded of them. Skills need honing and updating. This can be accomplished with a graduate degree.

Enrollment figures at Albuquerque’s Webster University campus confirm this trend. Currently during this spring term, total campus enrollments swelled to 275, up from 233 a year ago. Similarly, enrollments soared in the early 1990s when many employers, including the armed forces, began significant downsizing and for many the economy was faltering. The statistics trailed off once the economy began to recover. Then after the horrific events of Sept. 11, 2001, they began to climb again, most noticeably in the master of arts in business and organizational security management and the M. A. in counseling degree programs.

News from Shaw AFB

FROM CLAIRE SHAWHAN, DIRECTOR, SHAW AFB

The Shaw AFB campus opened on January 6. Less than a month later, in February, 1300 service people on base were deployed to the Middle East. With classes starting on March 17, the deployment clearly had an impact on enrollment. Also, some civilians on base reported that they had to work more hours due to the war, and they either dropped a class or did not enroll.

Last week about 100 members of the 9th Air Force Group returned to Shaw AFB, from their Middle East mission. Their exact location in the days leading up to the conflict and during the conflict is not available to us. No fatalities were reported. The mission of this organization is in the intermediate headquarters under Air Command in which six active duty wings fall under the 9th Air Force. The command also ensures the operational readiness of 30 designated gained flying units of the Air National Guard and Air Force Reserve.

At the welcome home ceremony, families waited for their loved ones with poster greetings. A bagpiper played "God Bless America" as the troops disembarked from the commercial jet. There were no speeches but a reception area was set up inside a hangar with refreshments for the families.

With more troops returning and transitioning back into school, we expect enrollment to increase in the Fall I term.

Did You Know?

Business Schools Try New Curricula

The following excerpt from an article in the April 25 Online Chronicle describes changes at today’s business schools. Following the article, Doug O’Bannon, associate professor, Business, and director of the M.B.A. program, explains how Webster is responding to the changing climate.

With more people out of work today or worried about competing in the job market, business schools have seemed like a smart bet or, if nothing else, a safe haven. But while they are welcoming the flood of applicants, business schools are aware that a growing number of students—and M.B.A. recruiters—are becoming disillusioned with the training the schools offer.

Some programs are responding to those concerns by giving students more freedom to customize their M.B.A.’s.

Doug O’Bannon comments:

Webster University’s School of Business and Technology recognizes that employers are demanding more from their employees, in particular from newly hired M.B.A.s. That’s why Webster’s M.B.A. program is positioning itself to provide real-world knowledge for real-world success to make our graduates more competitive in the ever-tightening job market.

But what does this mean in the classroom? It means going beyond the standard business theory that has left some employers disillusioned. We train our M.B.A.s to think, to exercise sound business judgment, backed by strong analytic skills. At the end of their M.B.A. studies, all students have the opportunity to experience a sophisticated business simulation where teams of students ‘run’ a $100 million company in competition with other students for sales, market share, stock price, etc. This nine-week exercise is a practical, hands-on approach to learning that helps Webster M.B.A.s to master data analysis techniques, team-building skills and, most importantly, judgment within a competitive environment.

Additionally, our M.B.A. students can choose from a variety of areas of emphasis, which allows them to tailor their M.B.A. to their own personal career interests and goals. Finally, the Webster M.B.A. program is an early mover in adapting our curriculum to meet the needs of the national Association to Advance Collegiate Schools of Business’ Certified M.B.A. exam (C.M.B.A.)—the equivalent of the C.P.A. exam for accountants. A Webster M.B.A., followed by the C.M.B.A. certification will help employers know up front that they are recruiting a well-trained, quality employee who will be both an asset and a problem solver for the company.

Benjamin Akande, dean, School of Business and Technology, was interviewed in "Development and Alumni Relations Report" (December 13, 2002), where he spoke about the relationship between deans and development officers. Dean Akande said, "Friend raising precedes fund raising. It’s about building relationships, establishing a buy-in and understanding of your program and institution. Friend raising has no strings attached. It’s about trust, appreciation for one another, and finding common interests between the dean and friends of the school."

Steve Sanders, adjunct professor, Kansas City Metro Campus, was featured in an article in the Kansas City Business Journal (January 10, 2003) about the "real-world perspective" that company executives can bring to the classroom. Sanders is an associate with Stinson-Morrison Hecker LLP.

John Ginsburg, director, University Center and Student Activities, wrote, "We Are More Than Our Jobs," which appeared in the Association of College Unions’ International bimonthly magazine, The Bulletin (January 2003, vol. 71, no.1).

Edward E. Middleton, adjunct professor of Management, Jacksonville, Fla., Metro Campus, joined the regional advisory council of Northeast Florida FEEDS (Florida Engineering Education Delivery System). Florida universities use FEEDS to deliver distance-learning courses in engineering.

Barry Hufker, associate professor, Electronic and Photographic Media, continues to produce audio recordings of numerous performances in the St. Louis area. Most recently he recorded tracks for a new compact disc by jazz guitarist Gary Wittner. A variety of vintage and state-of-the-art microphones were employed to capture eleven tunes, which were recorded on RADAR multitrack. Audio Production student, Patricia Tolentino, served as second engineer for the sessions.

Shirley Johnson, adjunct professor of Human Resources and Development, Ft. Irwin, Calif., has been promoted to the rank of master sergeant. She was promoted after only 12 years in the Army. The post’s commanding general attended the ceremony.

John Chappell, associate professor, History, Politics, and Law, wrote "The Valuable Legacy of Malcolm X," which appeared in the St. Louis Post-Dispatch (February 25, 2003).

Roy Tamashiro, professor, Multidisciplinary Studies, presented "Pros and Cons of Online Learning: Conflicting Perceptions among Teacher Education Students," at the Hawaii International Conference on Education. The paper was also published in the Conference Proceedings. He presented "Team Teaching, Mutual Mentoring: A Rapid Development Model for Teaching Online," with adjunct professors Dottie Fundakowski and Chris Puttcamp at the 2003 Midwest Education and Technology Conference. The paper described an innovative teaming and mentoring process that reduces the usually steep learning curve for instructors preparing to teach online courses. Tamashiro, was also the keynote speaker at the Arkansas Department of Higher Education conference on Using Technology to Prepare Tomorrow’s Educators. His speech, "Beware! Teaching with Technology Can Change Your Life!" featured a video with St. Louis–area teachers describing how teaching with technology has transformed their lives and the lives of their students.

Keep us posted on your professional activities and send us your story ideas by completing the UFO form.

St. Louis Calendar Highlight

Bacon 'n’ Eggs

The annual Faculty and Staff Recognition Breakfast will be held on Monday, May 12, at 8:30 am. in the University Center’s Grant Gymnasium. Honorees include Staff Member of the Year, William T. Kemper Award-winning professors, and long-time employees—this year including someone who’s been at Webster for 35 years. Come find out who they all are!

RSVP to Cecelia Casey, no later than Wednesday, May 7.

For more information on St. Louis events, check the online calendar.

Service Anniversaries

May 2003

The University extends its appreciation to the following individuals who have ably served the institution for many years:

Pete Nicholson, skilled facilities operations, Facilities, 25 years.

Van McElwee, professor, Electronic and Photographic Media, 20 years.
Jerry Peters, regional director, Little Rock, Ark., Metro Campus, 20 years.

Betty Kupke, accounting assistant, Payroll, five years.

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New Employees

A warm welcome to the newest members of the Webster family:

Lea Woodward, department assistant, Ft Irwin, Calif., 760-386-7989 or speed dial #6 096.

Lisa A. Mosley, telecommunications technician, Telecommunications, ext. 8000, replaces Richard Dettlebach.

Kristin Wann Gorang, community relations coordinator, Salt Lake City, Utah, 801-908-8044 or speed dial #6 118, replaces Richard Ramoutar.

To learn more about job opportunities at Webster, go to the Human Resources Jobs site.