The growth years, 1967-1989.
Upon graduation from the Burlington Junction Missouri High School in 1950, I attended Tarkio College. I became reacquainted with Dean Patterson when he spoke in one of my classes. He was an outstanding speaker and made an imposing figure (it is interesting to note that he was elected Mayor of both Tarkio and Vermillion).
Following a year of high school teaching and two years in the U.S. Army, I enrolled in Graduate School at the University of Nebraska, and received a Master of Arts in January 1959. After teaching at Midland Lutheran from 1958-1961, I was a doctoral student at the University of Nebraska when I accepted the offer to join the USD School of Business faculty as Assistant Professor of Finance on June 1, 1963. The Doctor of Philosophy with a concentration in corporate finance was finished in 1965. A Ford Foundation Grant for financial research at Harvard University in 1965 and a Wall Street Fellowship in 1966 were wonderful, thought-developing experiences.
In the spring of 1966, Dean R. F. Patterson approached me about the position of Assistant Dean. It was a new position. Looking back, I am certain Dean Patterson had the feeling he was not well and wanted an assistant to share duties with. I accepted the position as of July 1, 1966.
I had joined the faculty in June of 1963 as an Assistant Professor of Finance. The position had been first offered in the spring of 1958. The Dean called on a Monday and offered me a position. However, on the previous Friday, I had accepted a position at Midland Lutheran College in Fremont, Nebraska. Later a friend, Jim Roll, a graduate student at Nebraska, accepted a two year appointment at USD.
On July 1, 1966, the job of Assistant Dean began and on July 25th, Dean Patterson entered the hospital, which was the first of a two year prolonged sickness. We had just arrived home with our son Jim, who had just been born in Yankton, when the call came to go to the hospital to see the Dean. He was very ill, yet direct as always, he said, "Here are the keys, the office is yours." Being a little overwhelmed I asked, "What do I do?" The answer, "Treat people well, and do what is right. I might question your decisions, but I will never criticize you for making decisions." He never did. Thus began my administrative experience which ended on August 1, 1989. It was a wonderful time.
The first year, 1966, was truly a learning experience. Due to Dean Patterson's health, I attended many meetings for him. It was an opportunity to meet with President I.D. Weeks, a true gentleman, and work through the tumultuous years of President Moulton. I was very fortunate in that it was like an internship and I was being tutored along the way by two outstanding educators and leaders, Dean Patterson, and Professor C. M. Hicks, my advisor at Nebraska. Everyone needs confidence. From 1975 on, I was fortunate to have a dear friend Rapid Citian John T. Vucurevich in this role.
Dean Patterson announced his retirement as dean effective June 30, 1967. He remained on the faculty and died in early 1968. It was a sad day. He always kept a light lit in his window at the office. I was instructed at his death to turn out the light. It was done properly and with great emotion.
On July 1, 1967, I was appointed Acting Dean and a search committee was formed. Members included Dr. B. D. Perkins, Professor of Management, and Ted Hustead of Wall Drug, both of whom became very close friends.
The campus, at that time, was very unsettled. President Moulten was under pressure and resigned. After a short search, Dr. Richard Bowen was appointed President. After an interview, I was named the Dean of the School of Business (on a side note, it is interesting that for 42 of the first 63 years of the school, the deans were graduates of a small United Presbyterian school in Missouri-Tarkio College).
There was concern on my part. How does one follow a strong Dean? One who had become a legend in his own time? Reflecting back, I received wonderful advice from Dean Patterson and Professor Hicks. Their advice was every leader must have their own philosophy, leadership, staff, vision for the future, and persistently follow it. Be yourself-don't copy someone else.
I am convinced that most of the faculty at USD were there because it was and still is the premiere gem in the group of fine higher educational institutes in South Dakota.
Based on the College of Arts and Sciences and the College of Fine Arts, the professional schools of Law, Medicine, Business, and Education were given the opportunity to flourish. The University should demand the very best from all of its schools in order for the schools to receive key level national accreditation and provide quality programs for the citizens of South Dakota.
It was against this background that the philosophies and goals that were to guide the school until 1989 were formed. I maintained the list in my desk drawer until my retirement. Included were:
1. The student always comes first. They are our clients and we should serve them at the highest level.
2. All programs must be accredited at the highest level.
3. Recruit and maintain a quality faculty. One that is well degreed, well published, and above all, faculty who genuinely like and are willing to work with students.
4. All classes are to be taught in English.
5. Maintain an open door policy for all and have a pleasant work environment where people enjoy coming to the office.
6. Be totally honest and above board in all dealings.
7. Since change is never ending, be flexible. Incorporate new ideas and programs whenever feasible.
While the above has never been published until now, they were the guiding principles during my administration.
Since the University is a state institution, it owes the citizens whatever services they are capable of delivering (this will be discussed more fully at a later time). But, you can only deliver off campus if the on campus is functioning well and under good control. Far too many organizations fail because they do too many things in a mediocre fashion.
It was the goal at USD to have all professional programs accredited at the highest level. Accreditation is one emblem of quality. It is interesting that the general public can intelligently buy cars and other products with an eye on quality and yet does not differentiate in quality among educational programs. There are as many different qualities and roles of educational programs, as in any other program. Even the Board of Regents, in an effort of equality, often did not make the differentiation.
Accreditation is one indicator of quality. Almost every school and University can claim accreditation. However, most professions have higher levels of accreditation to meet. It would not be permissible by the public if Medicine or Law were not accredited by their respective professions. The same was true in Business. The American Assembly of Collegiate Schools of Business (AACSB) is the formal accrediting body. As previously pointed out, only an elite group of schools met the standards.
In 1967, all programs were fully accredited. Standards are very difficult to meet by a small college (in 1967, USD was the smallest accredited school). Nevertheless, the school met them and our students were assured the top education they could be provided. The school was successfully reaccredited by the AACSB in 1972, 1977, and in 1982 received the maximum nine year accreditation. In 1982, the school was one of 250 out of over 1500 business programs in the U.S. to be accredited.
In 1988, as will be described later, a new program, the Bachelor of Science in Health Administration was granted full membership in the American University of Public Health Association, the formal accrediting body for this program. The program was one of 21 recognized and only one of three positioned in an AACSB School of Business. The goal was to always provide the best for our students and the citizens of South Dakota.
While many highly recognized business programs are graduate students only, the model followed at USD was that of a B.S. in Business Administration. It was based on a solid core of Arts and Sciences courses (approximately 60%), with programs in accounting, management, and economics. While not recognized, students developed special interest (i.e. marketing), through selection of electives.
A highly structured MBA was offered and all the effort to introduce a Doctorate was resisted. We simply did not have the faculty and resources.
Early in my tenure, a former office mate and friend accepted the position of Director of Graduate Programs in the school. Dr. Charles W. Kaufman had excellent instincts on what would sell, where to sell, and how to deliver. He held the position until moving up to Graduate Dean of the University. He was very active in many of the new programs that developed during my tenure.
New programs that developed through 1988 included:
1969 European Study Tour: Dr. Benno Wymar, professor of Economics, proposed and ran this extremely successful program for over 30 years.
1969 Organized the South Dakota Council of Economic Education, to promote economic literacy in our schools and provide technical assistance to teachers. Dr. Calvin Kent, professor of Economics, was a primary driver. It was funded through contributions from South Dakota businesses.
1969 The Henry T. Quinn Center for Economic Education was established at the school. Named for the former President of John Morrell and Company, and an advocate for economic education, Professor Milo McCabe was director until his untimely death.
1970 Internship program was established with 12 interns. In 1969, a decline in job offers was noted and upon investigation we discovered they were filling positions with interns. Not wanting our students to be short changed in the market, we started the program. It had been directed first by Professor Art Volk and then by Professor Gene Iverson. It is a nationally recognized program and enrolled over 200 students in 1988.
1970 Joint MBA-JD program approved. This was the second such program west of the Mississippi and served as a model for future joint programs with the School of Law. This was the first of many programs and delivery systems were established under the leadership of Dr. C.M. Kaufmann.
1970 Began part-time MBA program in Vermillion 1974 Evening MBA program started in Sioux Falls with over 200 graduates through 1988.
1975 Evening MBA program established in Sioux City, Iowa with over 225 graduates through 1988.
1975 Masters of Professional Accountants approved by the Board of Regents.
1975 MBA offered in Rapid City under contract with the Air Force Institute of Technology. The program had over 400 military and civilian graduates through 1984 with over four million dollars of federal funds invested.
1975 MS in Industrial Engineering was offered jointly with SDSU.
1976 MS in Industrial Engineering was offered jointly with SDSMT
1976 MBA program in Pierre was approved.
1980 MBA program in Pierre closed due to cost.
1983 BS and MS degrees in Health Administration were transferred to the School of Business from Division of Allied Health. This was deemed a high priority program. Dr. Bill Bergman accepted the position of developing and guiding the program. Under his capable leadership, the program achieved full accreditation in 1988 and became a high profile quality program for USD.
1986 MIS options were offered through the MBA Degree.
1986 Undergraduate courses were offered in Sioux Falls.
1987 Fine Arts Management program was offered jointly with the College of Fine Arts.
1987 MS in Management was approved for Ellsworth Air Force Base.
1989 Formal agreement for joint research with Costa Rica University was reached.
This was a period of rapid change in programs and delivery systems. In every case, the question was asked, "Can we do this in a quality fashion, with accreditation, and without hurting other programs?" I was only successful because of the hard work and cooperation of the faculty.
The basic core of any academic program is the faculty. In 1967, the school had a faculty of 20, with a support staff of three. By 1989, the faculty totaled 40 and a support staff of 13. This included six faculty and three support staff living in Rapid City.
During this span of time, recruiting and hiring quality faculty was the most difficult problem faced. Business schools throughout the country had increased enrollment and needed more faculty. The enrollment in Graduate Programs did not fill the demand. In the late 1970's, for example, more PhD's in accounting retired than new PhD's were graduated. In addition, the salaries were terribly high and many new PhD's wanted to be at graduate schools where more research grants were available and less teaching was required. We recruited 12 months of the year with limited success. We also kept in close touch with our graduates. Should they attend graduate school, we would reestablish contact.
Probably our best recruiting program was to encourage some of our better Masters Candidates to stay at USD and teach. They would then be encouraged to pursue a doctorate after which we would attempt to have them return. They knew us and we knew them. Many faculty were recruited in this way. For example, Professors Kaufman (Indiana), R. L. Johnson (Iowa), Dennis Johnson (Iowa), Jerry Johnson (Iowa State), Dave Moen (Oklahoma), Phil Fisher (Stanford), Joe Simmons (Nebraska), Jack Powell (Indiana), Gene Iverson (Oklahoma State), Ron Beckman (North Texas State), and others were retained in this fashion. We tried to keep the pipeline filled. Without it, our core faculty would not have been as stable.
Our faculty were well trained and performed well in the classroom. They could have moved for more money but were committed to our programs and way of life. We were very fortunate to have 23 faculty members in 1989 who had been a part of this program for at least 15 years. The school owes the faculty a great deal of gratitude for their service. Few AASCB Universities could match this standard.
It was interesting to note that until 1980, the majority of our faculty held undergraduate degrees from small church related colleges. This totally changed after 1980 with the rise in enrollment at our major universities.
We were fortunate to have two outstanding retired math teachers join us part-time when they retired. Dr. Marjorie Beatty and Dr. Wayne Gutzman taught statistics and added great depth to our programs.
The one requirement we absolutely insisted on was for our faculty to be able to communicate in the English language.
Nationally most Schools of Business were organized around a Dean's office and department chairs. However, this seemed very expensive and cumbersome for a small school. If the department approach was used; it would require departmental chairs, a release from teaching for administrative work, and a separate budget.
Our philosophy was based on the supposition that administrators were hired to administrate and the faculty was hired to teach. If both did their respective job, the results were a cost effective, quality educational program.
Our organizational approach was to group activities i.e. Pre-Business advisors, junior senior advisors, Placement, Graduate Director, Director of Faculty, and the Business Research Bureau (BRB). With the exception of the BRB, all positions were held by a faculty member.
Fortunately the faculty accepted the model and we had some excellent leaders. Pre-Business advisors worked with freshmen and sophomores. Initially it was led by Professor George Horner and later, by Professor Richard Oppedahl.
Placement of students was extremely important and was led by Professors Bernard Perkins, Art Volk, and Gene Iverson. The Graduate Program was directed by Professors R.L. Johnson, Charles Kaufman, Galen Hadley, and Philip Fisher. The Director of Faculty included Professors Jerry Johnson and J.M. Peterson. The BRB was capably led by V.E. Montgomery, Professor Jerry Johnson and Don Lewis (more on this later).
The juniors and seniors were advised from the Dean's Office. In addition, all administrative personnel taught at least one course. It was considered important for all administrators to have direct classroom experience with students.
By the late 1980's, the growth of the programs began to strain this type of organization and some changes were being contemplated. In addition to the departmental organization, the school had a loyal group of 15 South Dakotans as an advisory board. We met each spring, reviewed the economic status of the state, the condition of the school, and capped the evening with a recognition dinner. Students, alumni, and a South Dakotan of the year were duly recognized and given a plaque. It was a great way to strengthen relationships between the Business School and alumni and the South Dakota business community.
The number of School of Business students grew significantly during this period. In 1967, there were approximately 420 business students and in 1989 there were over 1500. The school had the largest number of enrolled students (both undergraduate and graduate) of any of the departments at USD. The school accounted for about 25% of all graduates from USD. The students at USD were unique. They were hard working, strove for success, and were concerned that they could compete in the national market. This was a trait recognized by employers. On the job, the graduates were well schooled, worked hard, and competed extremely well in the job market (in addition to corporate leaders, we were proud that Governors Foss, Farrar, Mikkelson, and Janklow graduated from the Business School). Being a two year school (Junior and Senior) we enrolled a number of transfer students. These students stayed at home for the first two years, usually for economic reasons, and transferred in for the last two years of their professional training. We recruited from surrounding colleges and these students accounted for about 15% of our student body.
In 1967 less than 10% of our graduates were female. By 1989, with the coming of age of the equal opportunity programs, the total had risen by 50%. Women's talents were recognized by the market and employers gained some valuable employees.
An interesting trend developed in the late 1970's. An increasing number of non-traditional students began to enroll. Some were men who were retooling for new jobs, but the overwhelming number was female. They were 25-35 years of age, divorced, with two or three children, and asked the question "What do I need to take to finish my education, get a better job, and provide for my children?" This raised the need to look at off campus delivery systems. This population group accounted for about 10% of the student population in 1989.
Upon graduation, 15-20% of the graduates entered Graduate or Law Schools and the rest needed jobs. A few went back to family businesses, about 20% were employed in South Dakota, and the remainder sought positions out of state. The Placement Bureau attracted over 100 companies on campus for interviews, and the internship program was essential in providing employment opportunities for the graduates. This also highlighted the need for more and better jobs within the state in order to retain graduates. This was not only true for Business graduates but also for Engineering, Computer, and other professions. South Dakota has been an exporter of talent for many years. This trend continues today.
Being a state institution and funded by the citizens of South Dakota, we felt the obligation to provide service whenever possible. This was provided primarily through the Business Research Bureau, which in 1967 consisted of V.E. Montgomery, Director, Dr. Bill Bergman, Associate Director, and Nancy Nelson, Administrative Assistant, who began working in the BRB in 1970. In addition to teaching, a quarterly business report was published and a few studies, primarily tourism impact surveys, were conducted.
In order to provide services off campus, the on campus program had to be under control. Teaching was a basic function. By 1970, we were in a position to seriously increase our service load. We had access to a very good faculty talent and had a large pool of students in need of part-time jobs. We decided not to compete directly with private businesses but instead looked at state government to see if we could provide, under contract, some services better and cheaper. We also pinpointed the areas we thought would have the greatest impact for the state. The initial areas included Vocational Education, Economic Development, and Health. We felt we could offer assistance and at the same time, have an impact on the state's economy and provide jobs for our graduates.
Professor Montgomery established communications with state officials from economic development while Dr. Bergman established contacts with vocational education officials.
By the early 1970's, we had completed a travel survey and Dr. Bergman was doing the statistical job assessment reviews and other related subjects for vocational education. These relationships were extremely beneficial for all parties and lasted for many years.
In the mid 1970's, I was called into President Bowen's office to discuss a problem in the Allied Health Department. They were about to lose a major NIH grant that provided valuable outreach programs for South Dakotans. He asked if a team could be put together to save the program. The timeline was short, less than three months.
Dr. Bergman, Bob Karolevitz, a noted writer and health provider advocate, and myself with the assistance of Dr. Robert Hayes and Don Brekke put a program together. After many hours and numerous trips to Bethesda, Maryland, the program was saved,
funded and is now the Physicians Assistant Program that provides valuable health services for many of our small communities.
As a side line, meetings were held with State Senator Don Bierle of Yankton and Dr. R. L. Johnson on the topic "How do we sell the legislature on a state investment council?"
After several meetings, a strategy was developed. It passed the legislature, and with strong assistance became our present Investment Council. Mr. Myers provided outstanding leadership and today we have one of the financially soundest pension programs in the United States.
After Mr. Montgomery's death, Dr. Jerry Johnson was named director of the Business Research Bureau and he added valuable economic modeling depth and leadership. He was followed by Don Lewis, a computer expert who had the unique ability to analyze a problem, develop a solution, and train and manage hi-tech computer personnel.
By the mid 1970's, our activities were recognized and other opportunities became available. For example:
* The State Data Center (SDC) was developed. The SDC program was a cooperative program between the states and the U.S. Census Bureau to make data available locally to the public through a network of agencies; i.e., states agencies, libraries, etc. It provided a tremendous research base.
* The information system division assisted with managing the information and data systems for government and business clients.
* The survey research laboratory included a computer assisted telephone survey facility (CATI). One of our alum, Mr. Revonne Kluchman, was President of Zenith Corporation. After his death, Zenith was approached and in his honor, a state of the art CATI laboratory was set up, through which surveys could be completed.
Throughout the 1980's, the computer revolution forced changes at a rapid pace. The Bureau's services were needed and were provided to the State Department of Revenue, the property division of counties and many other agencies that were in need of technical services.
* The Small Business
Administration approached us to set up a Business Development Center in South Dakota. This was a national program and was being attempted in a number of states. After lengthy negotiations, we received a grant to set up offices in Vermillion, Sioux Falls, Watertown, Aberdeen, and Rapid City. We were the first program to take the offices out of the University's campus and put them on a main street. This model was later followed by other states. This program was successful and is still operating today.
* The Small Business Institute, a program sponsored by the SBA, encouraged students to work with small businesses.
* The federal Procurement Technical Assistance Center (PTAC) was established to provide technical expertise on an individual basis to manufacturers and processors interested in expanding to the federal marketplace.
* The Native American Economic Development Project (NAEDP) was established in 1987 to promote economic development on native American reservations. NAEDP consultants provided technical and management assistance to native American entrepreneurs through individual, no-cost consulting.
In 1967, we had 3 support staff for our programs and in 1988 there were 13. In 1967 we had no technical staff and in 1988 there were 16. As will be discussed later, most of this was funded outside the state budget.
In addition, the Business School participated whenever possible in providing programs for South Dakota organizations. I addressed groups 30-40 times a year and became well acquainted with the Dean of Agriculture at SDSU since we were both included in many panels throughout the state.
The above mentioned activities were time consuming but provided valuable services for the state, good training positions for students, and funding for the school. As Dean, I felt obligated to represent the school to the business community and the state and to represent the school and USD in the best light. I know the Deans of Law and Medicine felt the same towards their constituents.
I have never talked to a school administrator who did not complain about the lack of resources. In my 26 years at USD I felt the Board of Regents did a fair job of presenting the needs of the system. The legislature, which had very limited resources, was as generous as possible with the state employees. The pay increase was generally between 2-4% yearly with an occasional pool of development money.
After 1970, I became painfully aware that to build the type of programs and services we desired, it would require new resources and they would not be forthcoming from the legislature. Some of the additional funds came from services provided by the BRB, some from fees; i.e., the faculty supplement fees, some from grants, and some from the Foundation.
In 1967, the Business School's State budget was $270,00 and by 1988 it had increased to $1,600,000. In 1969, the School did not have any grants or contract funds and by 1988 it had $3,000,000, which when combined with the state funds totaled $4,600,000. It was a "boot strap" operation and worked well. There was, however, tremendous pressure to maintain current customs and to add new contracts. If the money declined, we would have to downsize. Fortunately, our larger contracts were multi-year, thereby giving us the opportunity to do more long-range planning.
In the early 1970's, it became very apparent that USD needed a strong vital program. Prior to 1980, the organization that became the USD Foundation had one staff member, Kathy Chandler, and two part time volunteers, Ted Muenster and myself. The 1970's were a period of organizing and laying the foundation for the future. From 1974-1975, I served as president of the organization.
The first large gift to the USD School of Business was in the mid 1970's. It totaled $80,000 and was from a good friend of USD, John T. Vucurevich. This fund now totals $1,000,000. The early funds were permanent endowments for scholarships and a small school development fund.
Our initial strategy was to raise money from alumni and friends. Minneapolis was a key city. We had a large concentration of successful graduates working in Minneapolis and their companies had matching funds. It is amazing how funds build up when fed new money each year.
As a point of reference, I was serving as treasurer of the USD Foundation in 1982 when a professional advisor was hired to manage funds. The Boulevard Bank in Chicago was trustee. In the spring of 1982, Professor J.M. Peterson was attending a meeting in Chicago. We packed our securities in an envelope and he carried the assets totalling $2,800,000 to the bank. The Foundation has come a long way since then.
Many of our students received financial assistance. A special effort was made to build a scholarship program to assist in recruiting, maintaining, and supporting students. In 1967, we had no endowments but did have $1,500 in scholarships. By 1988, the school had $2,885,000 in endowments and awarded over $75,000 to 130 worthy students.
Special mention should be made of the Freeman Trust. Dr. Kaufman and I conducted seminars for the Yankton Manufacturing Association. it always ended with a banquet and awards were given in a very jovial atmosphere. We became acquainted with Edgar Freeman, the owner of the Freeman Company.
Around 1980, I was asked to meet Mr. Freeman at Sacred Heart Hospital. He was not well. At the meeting was John Griffen of the USD Foundation, Jim Goetz--his attorney, and myself. He indicated he was setting his business in a trust for charity and USD was one of the beneficiaries. He asked if I would chair the trust, sell the business at some future date, and begin the charitable distributions. Mr. Freeman was a highly intelligent person and should at some time have his biography written.
Needless to say, this sounded wonderful and I accepted, in 1982, we sold the business on contract and things were going well until a series of events occurred. Mr. Freeman died and we were obligated to fund over 2 million dollars of bequests, i.e. family, the Shriners Hospital, and Sacred Heart Hospital. This used up our cash reserves.
Within six months, the company's major customers, the light aircraft industry, went into a depression and the company we sold went into default. A local bank was trying to get us to sign over the company and "walk." With the help of Jim Goetz, we bought the company back for $75,000 and assumed the liabilities of approximately 2 million dollars. The next week our bank called the loan, so we went hand in hand and borrowed from another bank. Their interest rate was 20.22%. I thought we had lost the game. However, good people make differences. Bill Freeberg was hired as manager. He was a perfect fit and within three years we were a level 1 supplier for the government, and had Boeing as a customer. The company specialized in short run, hand made parts that commanded higher margins. When you saw an arresting cable on an aircraft carrier, you knew the ends were made by Freeman.
Over a nine year period, we sold, bought back, rebuilt and in 1988 we were rolling along debt free. The Freeman Company was put up for sale. The sale closed in June of 1989; this time for cash. This is a long story, but USD received a $1,000,000 endowed chair in the School of Medicine, a $1,000,000 endowed chair in the School of Business, and around $600,000 in the Physics Department. These were the last fully endowed chairs in the state of South Dakota and will serve USD well as long as the University exists.
Every period has its challenges. This was a period of "heady" growth. The opportunities were there along with risks. Many things worked out well, yet some things did not. We did not want to be criticized for not trying.
There were many changes at USD. I sat in administrative meetings with President Weeks, Moulton, Bowen, DeZonia, Lein, and McFadden. They were all the men of integrity, but with so many turnovers, it was difficult to maintain continuity. Each president had his own mandate but many were not there long enough to meet their goals. The one consistent group of administrators were the Deans. Many of us were there for many years and learned to manage through leadership changes. Whether this was good or bad, I leave for others to decide.
This article would not be complete without thanking the well trained, loyal faculty and staff. None of this would have been possible without their hard work and counsel.
Additional articles have been written on the earlier history of the School of Business. These include:
Anderson, Karen; "A History of the Deanship of the School of Business, The University of South Dakota." South Dakota Business Review. Vol. XLVIX, No. 1, Vermillion, SD: Business Research Bureau, September 1990.
Patterson, Robert E "A History of Thirty Years: 1927-1957." The Business Research Bureau Bulletin, Number 57. Vermillion, SD: Business Research Bureau, 1958.
by Dr. Dale E. Clement, Dean Emeritus of the Beacom School of Business
Dale E. Clement served as Dean of the USD School of Business from 1967 to 1989. Upon leaving USD, he served from 1989-1997 as CEO and Senior Vice President at Black Hills Corporation, located in Rapid City, South Dakota. Currently Dr. Clement serves on the REDI Fund board and is President of the John T. Vucurevich Foundation.
|Printer friendly Cite/link Email Feedback|
|Author:||Clement, Dale E.|
|Publication:||South Dakota Business Review|
|Date:||Mar 1, 2009|
|Previous Article:||Prices received by farmers for commodities sold.|