Issue link: http://www.e-digitaleditions.com/i/62199
FINANCIAL TIMES RANKS THE FOX EXECUTIVE MBA Top 10 in the World for Percentage of Women Students Top 10 in the World for Most Experienced Students Top 50 in the World for Executive MBA Programs FOR PROFESSIONALS LIKE ROSE LEWIS: The Fox Executive MBA has helped me gain a better understanding of the daily challenges executives face in running a successful business. Now as a member of our executive planning committee, I feel confident about my ability to contribute to the future growth and success of our organization. Rose Lewis Executive MBA 2001 Director of Claims and Service Operations Brokerage Concepts, Inc. Visit www.fox.temple.edu/emba to learn more about The Fox Executive MBA. has overseen a staff of 22 as a Congressman and a staff of 600 as the director of the FTC Bureau of Competition. Attending to the needs of and interactions among multiple constituen- cies, he says, is key to getting things done in a large organiza- tion, be it in government or a business school. "Politics helps you learn to work with different groups. You've got so many outside constituencies—the electorate, your political party, community groups, the business and labor groups—that are a significant part of your Congressional dis- trict," says Campbell. "As a dean, you also have to divide your time into outside and inside activity. The more time you can spend outside the school the better, because the dean has the one role that no one else can fill, which is to represent the school in outside settings. If you're very good, you can have influence far beyond your own campus." Campbell sees the students as his most important con- en its curriculum. Up to this point, Haas School of Business has had a reputation for entrepreneurship. This is all well and good, Campbell notes, but he'd rather be known as a source for a well-rounded, broadly based business education. To accomplish this goal, he plans to expand Haas' faculty by nearly 50 percent, from 65 members to 90. "I don't want Haas to be viewed as a niche school. I want Another primary goal Campbell has for Haas is to broad- stituency. To make sure of their satisfaction—or to learn of their dissatisfaction—Campbell holds twice-monthly town hall meetings with students to hear what they're thinking. During these meetings, says Campbell, "MBA students hear undergraduate students hear Ph.D. students. I've gone to more student receptions than any other type of function. I also have lunch or dinner with the second-year MBAs and the weekend MBAs. For the town hall meetings, no one will tell you that you've got to go through channels; nobody screens you out. In exchange, I get to hear what the students have to say." it to be known that students can get a marketing or organiza- tional education here, as well as an entrepreneurial or techno- logical education, which are our known specialties," he says. "But for students to have a greater variety of electives, we need to have more professors with more depth. We need to have a critical mass of excellent faculty in each of the fields so we can generate student interest and gain a reputation in each of those fields. That will only come if we go broad and deep." In the end, says Campbell, political service was a great inter- est for him, but academia is still is his passion. He always knew he'd return to education, and this knowledge helped him stand by his principles when voting in Congress, even when he knew a particular vote might hurt, if not end, his political career. "As a politician, you have to be prepared to cast a vote that is hurtful to your political career. You can't expect to go through a political life and always have every vote fit your best judgment and be helpful to your political career," says Campbell. "When those two things diverge," he adds with a laugh, "it always helps to have another job." ■ z BizEd MARCH/APRIL 2003 41