Reporter Volume 25, No.25 April 21, 1994

By SUE WUETCHER
News Bureau Staff
The new dean of the UB School of Management has devised a long-range
strategy for the school emphasizing closer ties to the business
community to fulfill his goal of making the School of Management the
flagship management school in the State University of New York system.
	"We need corporations as much as we hope they need us," says
Frederick W. Winter, who officially assumes the position of dean this
week.
	Winter has been busy outlining his plans during a series of
meetings with School of Management constituency groups, including a
gathering of alumni on April 19.
	He already has put one part of his plan into place with the
creation of the executive MBA program. The full-time program, which
will begin this fall, is similar to programs offered at the top
business schools in the country.
	He also has put together a "first-rate" advisory Dean's
Council composed of prominent business executives, both locally and
nationally.
	In addition to the executive MBA program, Winter has
identified a number of priorities to be addressed during the next five
years:
	n Establish a Center for Health Care Management. Winter says
he would like to work with the School of Medicine and Biomedical
Sciences, the other health-sciences schools on campus and the regional
hospitals to develop a health-care minor within the MBA-degree
program. This program would attract students from all across the
country and would place students in health-care management positions
nationally, as well as in Western New York.
	n Establish a Center for Team Productivity to support faculty
research in team-building. With the "flattening of middle management
by organizations" and a new emphasis on entrepreneurship, developing
team skills has become more important than ever, Winter says. "But
it's not enough to teach team-building; we need to do scholarly
research on the factors that lead to a highly productive team," he
says.
	n Change the "culture" of the faculty to get professors
thinking more about the corporate world and its problems. "Scholarly
research is necessary, but it's not sufficient," Winter notes. The
executive MBA program, in which faculty will be teaching practicing
managers, will provide faculty with "a weekly reality check," he says.
	In addition, he hopes to establish a summer
practice-orientation fellowship for faculty in which professors
actually "go out into the corporate world" and bring back mini case
studies and other information they will be able to use in their
teaching.
	n Creating and nurturing new undergraduate management minors.
A management minor would be ideal for students majoring in areas like
architecture, nursing or engineering who will become managers within
their fields. These students would be able to fulfill some of their
general education requirements with management courses. "We want to be
the generic management group on campus," Winter says.
	n Creation of a Corporate Center within the school to
integrate development, alumni, continuing education and placement
activities. "We need to integrate all the things we do externally and
function as a team," Winter says. A satisfied "customer" for one type
of program will become a "customer" for another program, he adds.
	Winter's plan for the school also includes expanding and
formalizing an executive-in-residence program and improving the Center
for Entrepreneurial Leadership, which he calls "a gem that can be
polished and enhanced."