University of Michigan

Stephen M. Ross School of Business

RECRUITMENT AND SCHOLARSHIPS/FELLOWSHIPS

What programs and initiatives has your school found successful in the recruitment of minority and/or female students?
The Stephen M. Ross School of Business at the University of Michigan is dedicated to recruiting students of all ethnicities and genders who are
committed to increasing the representation of women and minorities in business schools and in management.

Ross participates in MBA fairs, workshops and conferences through partnerships with organizations such as the Forté Foundation, Management
Leadership for Tomorrow (MLT) and Consortium for Graduate Study in Management (CGSM). Additionally, Ross will hold two on-campus weekends
for prospective students interested in learning more about the Ross MBA experience from the perspective of women and minority students. Finally,
Ross has a panel series for prospective students interested in the value of an MBA from a woman’s perspective.

Please describe any scholarship and/or fellowship opportunities for minority and/or female students attending your school.
The Ross School of Business offers a variety of merit-based scholarships to MBA students, including:

Name of fellowship program: Consortium Fellowship

Deadline for application: Early December and early January
Fellowship award amount: Full tuition and fees for each year
Website or other contact information: www.cgsm.org

The Consortium for Graduate Study in Management offers scholarships to those who can demonstrate a commitment to the CGSM mission of improving
diversity in business education and management.

Additional scholarships are available through outside sources, including:

Name of fellowship program: Credit Suisse MBA Fellowship Program

Deadline for application: Fall
Fellowship award amount: One-year full tuition
Website or other contact information: www.bus.umich.edu/myimpact/studentlife/cm00399b_flyer_021308.pdf

Credit Suisse is excited to offer an opportunity for a one-year, full-tuition fellowship and summer internship, along with a possible second-year
fellowship, to outstanding MBA students from traditionally underrepresented backgrounds. Eligible candidates must have been admitted to a full-time
MBA program at one of the eligible institutions in fall 2008. They must also demonstrate a strong interest in pursuing a career in the investment
banking industry.

Name of fellowship program: The Forté Fellowship

Deadline for application: With application for admission
Fellowship award amount: Varies
Website or other contact information: www.fortefoundation.org/site/pageserver?pagename=why_fellows

For women students. There is no separate application for the fellowship. Two awardees are selected each year based on the application for admission.

Name of fellowship program: Goldman Sachs MBA Fellowship

Fellowship award amount: $15,000 for the first year of business school
Website or other contact information: www2.goldmansachs.com/careers/our-firm/diversity/index.html

From the Goldman Sachs website: “The Goldman Sachs MBA Fellowship, established in 1997, is an integral part of our diversity recruiting effort,
helping to attract Black, Hispanic and Native American MBA students to careers at Goldman Sachs. The MBA fellowship is a reflection of our business
principles. It is awarded to recognize outstanding students and the achievements that they have made.” The fellowship also includes “a summer
internship in a U.S. domestic office that will provide an opportunity to work as a summer associate between the first and second years of business
school, offering insight into the investment banking industry, our firm and our culture.”

Name of scholarship program: Launching Leaders MBA Scholarship

Deadline for application: November 2nd
Scholarship award amount: $40,000 toward first-year tuition fees
Website or other contact information: usibcareers.jpmorgan.com/content/content_343.html

From the J.P. Morgan website: “The Launching Leaders MBA Scholarship is aimed at the very best Black, Hispanic or Native American MBA students.
Chosen candidates will be offered a $40,000 scholarship toward their first-year tuition fees, and a place in our prestigious MBA summer associate
investment banking program. We will assign you a senior executive mentor at the time of acceptance to support you throughout the year and during

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your summer with us. Work well, make a good impression, we’ll offer you a full-time position and if you accept, we will renew your scholarship for a
second year at school. It’s a great way to launch a long-term career in investment banking. We strongly encourage you to apply. And, by the way, the
scholarship money goes directly to you.”

Name of fellowship program: Toigo Fellowship

Deadline for application: February 2nd and April 10th
Fellowship award amount: $5,000 per year
Website or other contact information: www.toigofoundation.org

From the Toigo Foundation website: “Each year, the foundation selects over 60 first- and second-year minority MBA students as Toigo Fellows. Our
commitment to these talented up-and-coming minority professionals is to help each excel as a finance professional. We provide each fellow with an
introduction to an extensive network of finance firms and professionals, as well as mentoring, professional development training, finance industry
insights, career coaching and employment services. The broad level of support continues throughout your entire career, not just while you are enrolled
in business school.”

PROMINENT ALUMNI/FACULTY
Please provide information about prominent minority faculty members at your school.
J. Frank Yates, professor of marketing and psychology
Professor Yates’ research and teaching focuses on various aspects of judgment and decision behavior, including probability judgment and accuracy,
contingency judgment, accountability effects, risk appraisal and decision making in practical situations.

Lynn Perry Wooten, clinical associate professor of strategy, management and organizations
Professor Wooten’s current research focuses on how changes in work force demographics and the knowledge economy influence the implementation
of strategic human resource management practices. In addition, she examines how these human resource management practices affect the
performance of organizations and employee-related outcomes. She has three streams of research examining these issues: (1) How organizational
structure and culture affect client service, innovation and financial performance in professional service firms and health care organizations; (2) How
firms respond and learn from human resource management crises; and (3) Why organizations invest in certain human resource management policies,
such as women-friendly practices, diversity management and work/life programs and how these programs influence the firm’s capability to recruit,
develop and retain human capital.

David Wooten, associate professor of marketing

Professor Wooten uses psychological and sociological theories and methods to examine social influences on consumption activities, self-presentation
and consumer behavior and impression management and firm reputation.

Please provide information about prominent minority alumni from your school.
Jesse Hill Jr., MBA 1949, retired chairman and chief executive officer, Atlanta Life Insurance Company
Jesse Hill Jr. is the retired chairman and CEO of Atlanta Life Insurance Company. During his tenure as CEO (1973 to 1994), Atlanta Life attained its
highest level of growth in shareholder value, profits, revenues and assets.

Mr. Hill has compiled a long list of “door-opening firsts” for African-Americans. Dr. James Duderstat, president of the University of Michigan, in
presenting an honorary degree to Mr. Hill a few years ago stated: “For decades, Jesse Hill has used his business expertise and management skills to
influence a broad range of business, educational, civic and political interests in Atlanta, the state of Georgia and the nation. He has occupied a
prominent place on all fronts of the civil rights movement since the mid-1950s, when he was the driving force behind the highly successful voter
registration campaigns in Atlanta. He has broken racial barriers in the insurance industry, in corporate boardrooms, in the chambers of commerce,
served effectively as an innovative leader in corporate, political and philanthropic communities.”

Mr. Hill has served on the board of directors of eight corporations including Delta Airlines, Knight Ridder Inc, SunTrust (Trust Company of Georgia) and
NSI. He served as chairman of the board of directors of the King Center for 15 years. In 1977 he was elected president of the Atlanta Chamber of
Commerce, the first Black to hold such a position in a major American city. Born in St. Louis, Missouri, Mr. Hill attended the public schools of St. Louis
and graduated with honors from Lincoln University in Missouri in 1974, earning a BS in mathematics and physics.

Cleveland A. Christophe, MBA 1967, managing partner, TSG Capital Group LLC
Cleveland A. Christophe has been managing partner of TSG Capital Group since its inception. TSG Capital Group is a private equity investment firm
that manages approximately $750 million in capital. An important element of TSG’s investment strategy is its focus on companies in diverse industries
serving fast-growing, underserved ethnic markets, notably African-American, Hispanic and Asian. Additionally, since 1990, Mr. Christophe has been
a principal of TSG Ventures L.P., a private equity investment company that specializes in financing minority entrepreneurs. Previously, Mr. Christophe
was senior vice president of TLC Group, L.P., where he played a leading role in the $1 billion acquisition of the Beatrice International Food Company.

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From 1971 to 1987, Mr. Christophe held numerous senior positions with Citibank, N.A. He received a BS from Howard University in 1966, an MBA
from the University of Michigan Business School in 1967 and has been a chartered financial analyst since 1975. He is a member of the board of
directors of Hayes Lemmerz Intl., Inc. and various private companies. He is treasurer of the national board of directors of the National Conference for
Community and Justice (NCCJ), and serves on NCCJ’s County Region Board of Directors and the boards of directors of the Business Council of
Southwestern Connecticut (SACIA), King & Low-Heywood Thomas School and the Robert Toigo Foundation.

Darys Estrella Mordán, MBA 2002, chief executive officer, Dominican Republic’s Stock Exchange
“Bolsa de Valores de la República Dominicana.” Since her arrival as head of the Bolsa in April 2007 and the close of the year 2007, exchange volume
increased 840 percent and secondary market trading increased almost 700 percent. Ms. Estrella came to the Dominican Bolsa after working five years
in the fixed income, currencies and commodities and the human capital management divisions of Goldman Sachs & Co., where she was a vice
president. Before joining Goldman, Ms. Estrella spent seven years at the hedge fund Deltec Asset Management in the emerging markets fixed income
division covering Latin America.

Ms. Estrella has just recently been honored as a member of the Young Global Leaders of the World Economic Forum, Class of 2008, a group of the
top 245 individuals in the world in business, government, academia, social enterprise and culture, who have been identified as key thought leaders of
their generation by the Forum in Geneva, Switzerland. The Young Global Leaders engage in the 2030 Initiative, a comprehensive endeavor to jointly
work to define a vision for a better future. As a Young Global Leader, Ms. Estrella and the groups’ other members will strive to develop innovative global
strategies and best practices that can be translated into decisions and actions necessary to be taken today. The 2030 Initiative seeks high public
visibility to foster increased awareness among decision makers on key issues and generate commitments to engage in concrete action.

Ms. Estrella received her BA from Vassar College in 1992 and her MBA from the Ross School of Business at the University of Michigan in 2002.

Please provide information about prominent female faculty members at your school.
Susan Ashford, Michael & Susan Jandernoa Professor of Management and Organizations and associate dean for leadership programming and
executive MBA program
Professor Ashford’s current research interests include leadership and managerial effectiveness, issue selling, self-management and organizational
change. She has studied this work in the context of interpersonal relations, organizational change and employee socialization. She teaches in the
areas of organizational behavior, leadership, negotiation and the management of organizational change.

Jane Dutton, Robert L. Kahn Distinguished University Professor of Business Administration and Psychology and professor of management and
organizations
Professor Dutton’s research is focused on how organizational conditions strengthen capabilities of individuals and firms. In particular, she examines
how high-quality connections, positive meaning and emotions contribute to individuals and organizational strengths. Her research has explored
compassion and organizations, resilience and organizations and energy and organizations. This research stream is part of a growing domain of
expertise at the University of Michigan called the Positive Organizational Scholarship. Her past research has explored processes of organizational
adaptation, focusing on how strategic issues are interpreted and managed in organizations, as well as issues of organizational identity and change.

Cindy Schipani, Merwin H. Waterman Collegiate Professor of Business Administration and professor of business law
Professor Schipani’s primary research interests are in the area of corporate governance, with a focus on the relationship among directors, officers,
shareholders and other stakeholders. Her research has included analysis of directors’ duties utilizing tools of financial economics, consideration of
specific issues confronting directors of financial institutions, analysis of the corporate fiduciary duties of care and loyalty, issues of liability for
environmental violations and ethical links between corporate governance and sustainable peace.

Kathleen Sutcliffe, associate dean for faculty development and research, Gilbert and Ruth Whitaker Professor of Business Administration and professor
of management and organizations
Professor Sutcliffe’s research is devoted to understanding the fundamental mechanisms of organizational adaptation, reliability and resilience. One
stream of research focuses on how top executive team composition, cognition and learning influence a firm’s adaptability and performance. A second
stream of work focuses on processes associated with team and organizational resilience, high-reliability organizing and investigation of the social and
organizational underpinnings of medical mishaps, with the explicit goal of understanding how an organization’s design contributes to its members’
ability to successfully manage unexpected events.

Please provide information about prominent alumnae from your school.

Mary Kay Haben, MBA 1979, group vice president and managing director—North America, Wm. Wrigley Jr. Company
Mary Kay Haben serves as group vice president and managing director—North America of the Wm. Wrigley Jr. Company. Elected to that position after
joining the company in 2007, Ms. Haben is responsible for leading the growth and development of Wrigley’s businesses in the United States and
Canada.

Ms. Haben joined Wrigley following a 27-year career with Kraft Foods, at various times heading up the company’s cheese, pizza and food service
operations. At Kraft, she developed a proven track record for successfully managing fast-moving consumer goods businesses, growing existing brands
and developing new product and packaging innovations.

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Ms. Haben earned a bachelor’s degree in business administration from the University of Illinois and an MBA from the University of Michigan.

Elizabeth Black, MBA 1987, managing director and head of fixed income portfolio management, TIAA-CREF
Ms. Black is a managing director and head of fixed income portfolio management at TIAA-CREF and has 20 years of investment experience. She
joined TIAA-CREF’s public market team in 1987 as a fixed income credit analyst. In 1989, she was assigned to the CREF Bond Group where she
helped establish accounts and reporting procedures and played a key role in account investing. Between 1992 and 1996, she was responsible for
TIAA-CREF’s public market mortgage and asset-backed group.

In 1996, Ms. Black was named portfolio manager of the CREF Bond Market Account and the fixed-income portion of the CREF Social Choice Account.
In 1997, she was given the additional responsibility of managing the TIAA-CREF Bond Plus Fund. Later, she was named portfolio manager of the New
York Bond Fund, the TIAA-CREF Institutional Bond Fund and the TIAA-CREF Short-Term Bond Fund.

Ms. Black currently oversees 15 portfolio managers who are responsible for investment-grade corporate bonds, high yield, emerging markets, asset-
backed, mortgage-backed, commercial mortgage-backed, inflation-linked, treasury, agency, municipal and money market assets.

Ms. Black holds her MBA from the Ross School of Business at the University of Michigan. She holds a bachelor’s degree in economics from Smith
College. She also holds the chartered financial analyst designation.

CURRICULUM AND RESEARCH

Please provide information on any classes and concentrations that focus on issues related to women or minorities.
Urban Entrepreneurship
This course addresses the specific challenges and opportunities to be found in urban areas, with special focus on entrepreneurship among ethnic/racial
minorities and, particularly, African-Americans. The lectures, discussions and presentations by urban and minority entrepreneurs will address issues
of product design, marketing, access to capital and strategic targeting of business initiatives. Impacts of public and private policies, such as tax
incentives and franchising methods, will be considered.

Please describe any faculty and/or student research projects that focus on diversity, multiculturalism and minority issues.
Kopelman, S. and Rosette, A.S. (2008). “Cultural variation in response to strategic emotions in negotiations.” Group Decision and Negotiation, 17(1),
65 to 77.

Lee, C., Bobko, P., Ashford, S., Chen, Z.X. and Ren, X.P. (2008). “Cross-cultural development of an abridged job insecurity measure.” Journal of
Organizational Behavior, 29(3), 373 to 390.

Dworkin, T.M. and Schipani, C.A. (2007). “Linking gender equity to peaceful societies.” American Business Law Journal, 44(2), 391 to 415.

Karnani, A. (2007). “Do women benefit from microcredit?” In M.R. Markovic (Ed.), The perspective of women’s entrepreneurship in the age of
globalization. Charlotte, N.C.: Information Age Publishing.

Lauerová, J.S. and Terrell, K. (2007). “What drives gender differences in unemployment?” Comparative Economic Studies, 49(1), 128 to 155.

Mukamel, D.B., Weimer, D.L., Buchmueller, T.C., Ladd, H. and Mushlin, A.I. (2007). “Changes in racial disparities in access to coronary artery bypass
grafting surgery between the late 1990s and early 2000s.” Medical Care, 45(7), 664 to 671.

Sanchez-Burks, J. and Lee, F. (2007). “Cultural psychology of workways.” In S. Kitayama and D. Cohen (Eds.), Handbook of cultural psychology
(pp. 346 to 369). New York: Guilford.

Sanchez-Burks, J. (2007). “Cultural differences.” In R. Baumeister and K. Vohs (Eds.), Encyclopedia of social psychology. Thousand Oaks, CA:
Sage.

Sanchez-Burks, J., Lee, F., Nisbett, R. and Ybarra, O. (2007). “Cultural training based on a theory of relational ideology.” Basic and Applied Social
Psychology, 29(3), 257 to 268.

Westphal, J.D. and Stern, I. (2007). “Flattery will get you everywhere (especially if you are a male Caucasian): How ingratiation, boardroom behavior,
and demographic minority status affect additional board appointments at U.S. companies.” Academy of Management Journal, 50(2), 267 to 288.

Benet-Martínez, V., Lee, F. and Leu, J. (2006). “Biculturalism and cognitive complexity: Expertise in cultural representations.” Journal of Cross-
Cultural Psychology, 37(4), 386 to 407.

Bishara, N.D. and Abdelsater-Abusamra, N. (2006, July). “Minority shareholders rights: Lebanon’s companies are held back by archaic rules on
minority shareholders—a new code of corporate governance seeks to help.” Executive Magazine, 84, np. (executive-magazine.com)

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Boduroglu, A., Yoon, C., Luo, T. and Park, D.C. (2006). “Age-related stereotypes: A comparison of American and Chinese cultures.” Gerontology,
52(5), 324 to 333.

Campbell, C.I. and Alexander, J.A. (2006). “Availability of services for women in outpatient substance abuse treatment: 1995-2000.” Journal of
Behavioral Health Services and Research, 33(1), 1 to 19.

Cheng, C., Lee, F. and Benet-Martinez, V. (2006). “Assimilation and contrast efects in cultural frame switching.” Journal of Cross-Cultural Psychology,
37(6), 742 to 760.

Ganguli, I. and Terrell, K. (2006). “Institutions, markets and men’s and women’s wage inequality: Evidence from Ukraine.” Journal of Comparative
Economics, 34(2), 200 to 227.

Gutchess, A.H., Yoon, C., Luo, T., Feinberg, F., Hedden, T., Jing, Q., Nisbett, R.E. and Park, D.C. (2006). “Categorical organization in free recall across
culture and age.” Gerontology, 52(5), 314 to 323.

James, E.H. and Wooten, L.P. (2006). “Diversity crises: How firms manage discrimination lawsuits.” Academy of Management Journal, 49(6), 1103
to 1118.

Miyamoto, Y. and Schwarz, N. (2006). “When conveying a message may hurt the relationship: Cultural differences in the difficulty of using an
answering machine.” Journal of Experimental Social Psychology, 42(4), 540 to 547.

Morgan, L.A. and Martin, K.A. (2006). “Taking women professionals out of the office: The case of women in sales.” Gender and Society, 20(1), 108
to 128.

Schipani, C.A., Dworkin, T.M., Kwolek-Folland, A., Maurer, V. and Whitman, M. (2006). “Women and the new corporate governance: Pathways for
obtaining positions of corporate leadership.” Maryland Law Review, 65, 504 to 537.

Wooten, L.P. (2006). “Charting a change course for effective diversity management.” Human Factor, 1(2), 46 to 52.

Yoon, C., Feinberg, F. and Gutchess, A.H. (2006). “Pictorial naming specificity across ages and cultures: A latent class analysis of picture norms for
younger and older Americans and Chinese.” Gerontology, 52(5), 295 to 305.

James, E. and Wooten, L. (2005). “2004 Census of African-Americans on Board of Directors of Fortune 500 Companies.” Washington, D.C.: Institute
for Leadership, Development and Research, Executive Leadership Council.

Morgan, L.A. and Arthur, M.M. (2005). “Methodological considerations in estimating the gender pay gap for professionals.” Sociological Methods
and Research, 33(3), 383 to 403.

Petersen, T. and Morgan, L.A. “(2005). “The within-job gender wage gap.” In M. Burawoy and J. VanAntwerpen (Eds.), Producing public sociology:
Contributions from Berkeley faculty (np). [Online book]. Berkeley, Calif.: University of California, Berkeley, Department of Sociology. Retrieved May 6,
2008, from sociology.berkeley.edu/index.php?page=producing. [Originally published as Petersen, T. and Morgan, L.A. (2001). “The within-job gender
wage gap.” In D.B. Grusky (Ed.), Social stratification: Class, race, and gender in sociological perspective (2nd ed.) (pp. 734 to 742). Boulder, Colo.:
Westview.]

Sanchez-Burks, J. and Mor Barak, M.E. (2005). “Interpersonal relationships in a global work context.” In M.E. Mor Barak (Ed.), Managing diversity:
Toward a globally inclusive workplace (pp. 114 to 168). Thousand Oaks, Calif.: Sage.

Wong, N.Y. and Bagozzi, R.P. (2005). “Emotional intensity as a function of psychological distance and cultural orientation.” Journal of Business
Research, 58(4), 533 to 542.

Wooten, L.P. Shultz, C., Ford, B.C. Anderson, L., Waller, A. and Ransom, S. (2005). “Leadership and prenatal health disparities: It takes a village.”
African American Research Perspectives, 11(1), 17 to 30.

Wooten, L.P. and James, E.H. (2005). “Challenges of organizational learning: Perpetuation of discrimination against employees with disabilities.”
Behavioral Sciences and the Law, 23(1), 123 to 141.

Yakel, E., Gibbs, T., Ford, B.C. Wooten, L., Anderson, E.W. and Ransom, S.B. (2005). “Improving African-American birth outcomes by understanding
information seeking processes.” African American Research Perspectives, 11(1), 31 to 47.

Baker, W. and Coleman, K. (2004). “Racial segregation and the digital divide in the Detroit metropolitan region.” In M. Castells (Ed.), The network
society: A cross-cultural perspective (pp. 249 to 268). Cheltenhaum, U.K.: Edward Elgar.

Brett, J.M. and Kopelman, S. (2004). “Cross-cultural perspectives on cooperation in social dilemmas.” In M.J. Gelfand and J.M. Brett (Eds.), The
handbook of negotiation and culture (pp. 395 to 411). Stanford, Calif.: Stanford University Press.

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Chasteen, A.L., Schwarz, N. and Park, D.C. (2004). “The activation of aging stereotypes in younger and older adults.” In H. Cox (Ed.), Annual
Editions: Aging 04/05. New York: McGraw-Hill. [Originally published as Chasteen, A.L., Schwarz, N. and Park, D.C. (2002). “The activation of aging
stereotypes in younger and older adults.” Journal of Gerontology: Psychological Sciences, 57B(6), P540 to P547.]

Jensen, M. and Zajac, E.J. (2004). “Corporate elites and corporate strategy: How demographic preferences and structural position shape the scope
of the firm.” Strategic Management Journal, 25(6), 507 to 524.

Nichols, P.M., Siedel, G.J. and Kasdin, M. (2004). “Corruption as a pan-cultural phenomenon: An empirical study in countries at opposite ends of
the former soviet empire.” Texas International Law Journal, 39(2), 215 to 256.

Wooten, L. (2004). “African-American women in academia burning the candle at both ends: The organizational routines and personal values
employed for managing work-family conflict.” Building bridges for women of color in higher education. Landham, Md.: University Press of America.

Wooten, L.P. and James, E.H. (2004). “When firms fail to learn: The perpetuation of discrimination in the workplace.” Journal of Management Inquiry,
13(1), 23 to 33.

Yoon, C., Feinberg, F., Hu, P., Gutchess, A.H., Hedden, T., Chen, H-Y.M, Qicheng, J., Yao, C. and Park, D.C. (2004). “Category norms as a function
of culture and age: Comparisons of item responses to 105 categories by American and Chinese adults.” Psychology and Aging, 19(3), 379 to 393.

Yoon, C., Feinberg, F., Luo, T., Hedden, T., Gutchess, A.H., Chen, H., Mikels, J.A., Jiao, S. and Park, D.C. (2004). “A cross-culturally standardized
set of pictures for younger and older adults: American and Chinese norms for name agreement, concept agreement, and familiarity.” Behavior
Research Methods, Instruments, & Computers, 36(4), 639 to 650.

Bagozzi, R.P., Verbeke, W. and Gavino, J.C. (2003). “Culture moderates the self-regulation of shame and its effects on performance: The case of
salespersons in the Netherlands and the Philippines.” Journal of Applied Psychology, 88(2), 219 to 233.

Dworkin, T.M. and Schipani, C.A. (2003). “Gender voice and correlations with peace.” Vanderbilt Journal of Transnational Law, 36(2), 527 to 562.

Howard-Grenville, J.A. and Hoffman, A.J. (2003). “The importance of cultural framing to the success of social initiatives in business.” Academy of
Management Executive, 17(2), 70 to 84.

Lim, L.Y.C. (2003, June 28). “When a student’s race is as important as his scores.” The Straits Times (Singapore), np.

Piderit, S.K. and Ashford, S.J. (2003). “Breaking silence: Tactical choices women managers make in speaking up about gender-equity issues.”
Journal of Management Studies, 40(6) 1477 to 1502.

Sanchez-Burks, J., Lee, F., Choi, I., Nisbett, R., Zhao, S. and Koo, J. (2003). “Conversing across cultures: East-West communication styles in work
and nonwork contexts.” Journal of Personality and Social Psychology, 85(2), 363 to 372.

Schwarz, N. (2003). “Culture-sensitive context effects: A challenge for cross-cultural surveys.” In J. Harkness, F. van de Vijver and P.P. Mohler (Eds.),
Cross-cultural survey methods (pp. 93 to 100). New York: Wiley.

Schwarz, N. (2003). “Self-reports in consumer research: The challenge of comparing cohorts and cultures.” Journal of Consumer Research, 29(4),
588 to 594.

Siedel, G. (2003). “Preface: Cross-cultural lexicography and the law.” English-Chinese dictionary of Anglo-American law. Beijing, China: Law Press.

Wooten, L.P. and Finley-Hervey, J. (2003). “Organizational-level investments in human resource management: Linking the preferences of African
American employees to workplace behaviors and feelings.” African American Research Perspectives, 9(1), 59 to 69.

Published research

Stevens, F.G., Plaut, V.C. and Sanchez-Burks, J. (2008). “Unlocking the benefits of diversity: All-inclusive multiculturalism and positive organizational
change.” Journal of Applied Behavioral Science, 44, 116 to 133.

As the demographic composition of organizations in the United States rapidly shifts, such that minority groups are becoming the numerical and
economic majority, organizations are grappling with ways to manage diversity in the workplace. The two forms of diversity initiatives most frequently
implemented in organizations—colorblindness and multiculturalism—have clear benefits; however, each also contributes to feelings of exclusion by
different organizational members. In this article, we describe problematic issues raised by these two approaches to diversity and offer an alternative
perspective—all-inclusive multiculturalism or the AIM model. We posit that AIM serves as a catalyst for positive and effective organizational change
through the development of social capital and positive relationships at work and enables organizational members to grow to their fullest potential.

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Research in progress

Stevens, F.G., Plaut, V.C. and Buffardi, L. (both from University of Georgia) and Sanchez-Burks, J. (Michigan). “What about me? Perceptions of
diversity and exclusion.”

If “diversity” is truly about inclusion, why is it so commonly met with resistance? We propose that nonminority aversion to diversity stems in part from
the relationship between models of diversity (e.g., multiculturalism and colorblindness) and self-related processes. Using implicit and explicit
techniques, we examine one potential source of diversity resistance—the perception of multiculturalism as exclusive. In study one, on an IAT using
multiculturalism and colorblindness words paired with exclusion vs. inclusion, nonminorities, but not minorities, were faster at pairing multiculturalism
with exclusion than with inclusion. Study two, when asked to respond “me” or “not me” in relation to words associated with multiculturalism and
colorblindness, nonminorities were slower to pair multiculturalism concepts with self. Furthermore, the extent to which multiculturalism was associated
with self fully mediated the relationship between minority status and diversity endorsement. Moreover, in study three, nonminorities high in need to
belong were less supportive of companies espousing multicultural than colorblind policies. Finally, in study four, participants read an article about the
spread of multiculturalism (control) or the same article emphasizing that multiculturalism includes everyone (all-inclusive). The all-inclusive
manipulation decreased ease of associating multiculturalism with exclusion on the IAT task. These studies reveal a powerful association between
perceptions of diversity and self processes. Together, they highlight the need for attending to such responses to enhance positive intergroup relations.

Please describe any symposiums or special lectures that focus on diversity and minority issues organized and/or sponsored by your school.
Martin Luther King Lecture
Every year, the Ross School brings a prominent speaker to Ann Arbor to address the public in honor of Martin Luther King Jr. Past speakers include
Tiki Barber (2008), Julianne Malveaux (2007), Michael Eric Dyson (2006), Emmett Carson (2005) and Lani Guinier (2004).

From Proposition 209 to Proposal 2, co-sponsored by the Ross School and the Michigan Journal of Race & Law
A February 2008 symposium addressing successful ballot proposals in California and Michigan that banned the use of racial preference in higher
education admissions.

The Alfred L. Edwards Annual Black BBSA Conference

Each year, the Ross Black Business Student Association (BBSA) sponsors a conference designed to promote the professional and personal
development of current business students, alumni, prospective students and professionals. The BBSA held its first conference in 1976. Since then,
the BBSA annual conference and alumni weekend has grown from its initial 15 participants to several hundred annually, making it one of the most
outstanding student-run business school alumni conferences in the nation.

ORGANIZATIONS AND STUDENT LIFE

Please provide information on your school diversity student and alumni organizations.
The Black Business Students Association (BBSA)
The Black Business Students Association, founded in 1970, is one of the largest student-run professional organizations at the Stephen M. Ross School
of Business. The Ross BBSA is dedicated to the recruitment of Black business students and the professional and academic development of its
membership. The BBSA is one of the most active clubs at Ross—serving graduate business students with program initiatives encompassing academic,
professional and social events. The organization conducts these numerous programs through the generous support and commitment of dedicated
club members, alumni, school staff, faculty and corporate sponsors.

The Hispanic and Latino Business Students Association (HLBSA)

The Hispanic and Latino Business Students Association is a graduate student organization open to all MBA students who are interested in Latin cultures
and communities. The HLBSA plays an essential role in the Ross community by allowing everyone to understand and embrace distinctiveness in
diversity through a variety of social, academic and professional involvement opportunities.

Michigan Business Women (MBW)

Michigan Business Women is a graduate student club that promotes students’ personal and professional development by providing networking and
social interaction opportunities with Ross undergraduate and graduate students, faculty, administrators and alumni, as well as professional women in
the business community. MBW is committed to creating a supportive community by addressing topics significant to women in business and providing
a forum where diverse experiences, perspectives and resources can be shared.

Please provide information on any programs, including on-campus and universitywide programs in which MBA students participate that focus on issues
related to women or minorities.
Center for the Education of Women (CEW)
CEW offers services to students, faculty, staff and community members; advocates for women in higher education and in the workplace; and adds to
our knowledge of women’s lives through our ongoing research program. The center’s focus areas include women’s education, employment, careers,
well-being, leadership growth and development.

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Center for Research on Learning and Teaching (CRLT)

Founded in 1962 at the University of Michigan, the Center for Research on Learning and Teaching was the first teaching center in the country. CRLT
is part of the provost’s office and works with faculty, graduate student instructors (GSIs) and academic administrators in all 19 schools and colleges to
support and enhance learning and teaching at UM. CRLT offers a comprehensive array of curricular and instructional development activities. CRLT’s
professional staff, with PhDs in a variety of academic disciplines, provide both cross-disciplinary campuswide programs and discipline-specific
programs customized to the individual needs of departments, schools and colleges. CRLT strives to promote a university culture that values and
rewards teaching, respects and supports individual differences among learners and encourages the creation of learning environments in which diverse
students can learn and excel.

The women’s council

The women’s council, the first such organization at a leading business school, brings together business leaders who represent the diversity of women
associated with the Ross School of Business. The council supports the students through networking and mentoring and supports the women’s
initiatives programs, events and research and works with faculty and the administration on ways to anticipate and respond to the changing needs of
the corporate community.

In addition, the council provides a much-needed platform for alumni involvement in the women’s initiative. The council provides a forum for individuals
and organizations to work in concert with the school to support women. The women’s council consists of graduates and friends of the Ross School of
Business. As leaders in diverse fields, they realize the value of an education in business and are dedicated to helping students achieve their goals.

The Detroit Initiative

Established in 1995, the Detroit Initiative seeks to provide opportunities for students and faculty to engage in further education, service and research
in the Detroit area through a focus on community-identified priorities. These priorites are:

• To work in partnership with community partner organizations

• To respond to community identified priorities and needs by linking university resources with community partners
• To prepare students for graduate school, professional and/or leadership roles within communities and nonprofits
• To provide meaningful and relevant opportunities for student learning, reflection and professional development
• To increase student knowledge regarding community intervention methods, social justice and multiculturalism in relationship to
communities in Detroit

Please provide information on any institutes and/or related programs that focus on diversity.
Numerous University of Michigan programs, centers, units and associations support and advance diversity within the university community and
beyond. Several, such as the Center for the Education of Woman and the Center for Research on Learning and Teaching, were among the first of their
type in the country, and now serve as national models. For more information, visit www.diversity.umich.edu.

For example:

Institute for Research on Women and Gender (IRWG)

The Institute for Research on Women and Gender provides stimulation, coordination and support for research on women and gender at the University
of Michigan. The institute encourages and facilitates activities that link research in women’s studies, disciplinary departments, interdisciplinary
programs and the professional schools. This research explores differences and commonalities among and between women and men in the
multicultural United States and internationally.

The institute coordinates existing research activities by bringing together faculty who have related interests from different units of the university. It also
encourages new scholarly activities by sponsoring public events that present cutting edge research, by providing seed money for new projects and by
offering support for research by graduate students.

CAREER OPPORTUNITIES
Please describe any diversity recruiting events for employers recruiting minority and/or female students at or near your school.
The Ross School of Business partners with National Black MBA Association, National Society of Hispanic MBA, MBA JumpStart, Toigo Foundation and
Forté Foundation.

STRATEGIC PLAN AND DIVERSITY LEADERSHIP

Please provide your school’s diversity mission statement.
The Ross School has no mission statement separate from the University of Michigan regarding diversity.

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How does your school’s leadership communicate the importance of diversity to your student body, faculty and administration?
The Ross School has no specific office of diversity. However, the University of Michigan Diversity Council was established by the president of the
university in 2003 to assess, encourage and celebrate diversity initiatives. The council’s mission is to offer “expertise and guidance to promote the
pursuit and dissemination of essential knowledge and skills that foster effective participation in a diverse, multicultural and inclusive university
community.” Among its primary functions, the diversity council hosts the university’s annual diversity summit and is a sponsor of the “Diversity Matters
at Michigan” section of the school website, together with the office of the provost and the office of the vice president for communications.

Please provide any additional information regarding your school’s diversity initiatives that you wish to share.
The Ross School regards the diversity of our student body as an essential ingredient of our educational process and is committed to diversity as a
fundamental value.

We believe that a prerequisite for the continued greatness of our school is to be an institution that draws upon the strengths of people with a rich variety
of life experiences.

The value of our commitment to diversity is evident in the success of our students and the recognition we receive from the marketplace. Repeatedly,
major recruiters have told us that they are building organizations that can effectively serve diverse populations and that a key characteristic of those
organizations is their own diversity. Recruiters prize their relationships with us because our students excel in working in diverse teams and because
they find a diverse set of students at Ross.

DEMOGRAPHIC INFORMATION
Please describe the demographics of your most recent entering class.
Percentage of female students: 34 percent

Percentage of minority students: 5 percent

White/Caucasian: 57 percent
African-American/Black: 8 percent
Hispanic/Latino: 5 percent
Alaskan/American Indian: <1 percent
Asian: 22 percent

Average age of students: 29

Please describe the geographic diversity of your most recent entering class.
Percentage of U.S. citizens and permanent residents: 73 percent

Percentage of in-state and out-of-state students: In-state: 11 percent

Distribution of students from different U.S. regions:

Mid-Atlantic: 7 percent
Midwest: 23 percent
Northeast: 21 percent
South: 3 percent
Southwest: 2 percent
West: 17 percent
U.S. Poss. and Territories: <1 percent

Please describe the selectivity of your school for the most recent application cycle.
Number of applicants: 3,041

Number of admits: 608

Number of matriculants: 434

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Please describe the academic and employment backgrounds of your most recent entering class.
Percentage of students who studied different undergraduate disciplines:

Humanities: 9.5 percent

Social science: 9.5 percent
Science: 9 percent
Business/commerce: 17 percent
Computer science: 7 percent
Economics: 14 percent
Other major/field of studey: 8 percent

Please provide student employment information for the most recent graduating class.
Average starting salary: $103,608

Average signing bonus: $24,764

Percentage of students entering different industries:

Automotive: 1.2 percent

Business services: 1.2 percent
Consulting: 24.7 percent
Consumer goods: 9 percent
Computers/electronic products: 4.3 percent
Energy/raw materials: 2.8 percent
Financial services: 10.2 percent
Investment banking: 14.5 percent
Health care: 1.9 percent
High-tech/telecom services: 10.8 percent
Pharmaceutical/biotechnology/health care products: 6.2 percent
Retail: 1.5 percent
Transportation: 1.5 percent
Other: 10.2 percent

Percentage of students working in different functions:

Consulting: 28.7 percent

Finance: 27.2 percent
General management: 9.6 percent
Marketing: 25 percent
Operations/engineering management: 1.2 percent
Strategic planning: 2.5 percent
Other: 5.8 percent

Major recruiting companies:

Accenture Ltd.
Bank of America
Booz & Company
The Boston Consulting Group
Cisco Systems, Inc.
Citi
Deloitte Consulting, LLP
Deutsche Bank
Intel Corporation
Johnson & Johnson
JPMorgan Chase & Co.
McKinsey & Company
Medtronic, Inc.
Microsoft Corporation

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