business spring 04 - cardinalscholar.bsu.edu

A Magazine forMiller College of Business

Alumni & Friends

Spring 2004

BALL STATE

businessAlso inside:A Voice for Students

Accounting for the Future

Knowledge Gained,

A Legacy SharedThe Miller College of Business honors the life and legacy of Wallace T. Miller Jr.

business

BALL STATE

Spring 20042 B a l l S t a t e b u s i n e s s n S p r i n g 2 0 0 4

Dean:

Lynne Richardson

Editors:

Susan HollowayLayne Cameron

Associate Dean, Instruction and Operations:

Rodney Davis

Associate Dean, Research and Outreach:

Ray Montagno

Director of Development:

Suzanne B. Killen

Director of External Relations:

Tammy Estep

Phone:

(765) 285-8192

Fax:

(765) 285-5117

E-mail:

[email protected]

Web site:

www.bsu.edu/business

Photo Credits:

John Huffer, Michael Hickey, and Don Rogers/Ball State University Photo Services, E. Anthony Valainis/Indianapolis Monthly.

knowledge gained, a legacy shared 7Wally Miller’s name and legacy endure at the Miller College of Business.

accounting for the future 13 How the accounting department built a solid foundation for the future.

a voice for students 17Student Advisory Board members offer new perspective and vision.

departmentsbriefs 3

bottomline 21

connections 22

Member of the AACSB-International:The Association to Advance Collegiate

Schools of Business

© April 2004 Volume 2, Number 2. Ball State Business is published twice a year by the Ball State University Miller College of Business, WB 100, Muncie, Indiana 47306. Printed in the United States. No material may be reproduced without written permission. Send change of address to Ball State University Miller College of Business, WB 100, Muncie, Indiana 47306; Phone: (765) 285-8192; Fax (765) 285-5117; E-mail:[email protected]. The information presented here, correct at the time of publication, is subject to change. Ball State University practices equal opportunity in education and employment and is strongly and actively committed to diversity within its community. 1966-04 uc

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business/contactus

he last six months havebeen extraordinary ones forthe Miller College ofBusiness. We had just

received the Miller name when the lastissue of Ball State Business went to press,so we were able to share the news withyou then. In this issue, you can readabout Wally Miller, the man behind thegift. We are indebted to him for histremendous legacy.

Now the real work begins. Our taskis to ensure that Wally Miller’s gift is awise investment. The last severalmonths have been spent brainstorminghow to leverage the gift to improvewhat we do and how we conduct busi-ness. We’ve been asked to think “trans-

formationally” by Ball StateUniversity Provost and

Acting President BeverleyPitts. She has chal-

lenged us to planbeyond immediate

needs and to dreamfor the longerterm: Ten yearsfrom now, whatwill we havedone because wereceived this gift?

To determineour options, we’re

soliciting inputfrom Miller College

of Business alumni,friends, and advisory

board members, as well asfaculty, staff, and students. Do

you have an idea? Please share it by

invest well, dream big

contacting me at (765) 285-8192 [email protected]. Every idea hasmerit!

This issue also features terrific storiesabout our accounting program and ournewly formed Student Advisory Board.Our accounting department has longbeen known as a place to recruit excel-lent accounting graduates and we areproud to feature it. Our StudentAdvisory Board is one of the latestadvisory boards to be formed in theMiller College. By the end of May, wewill have 12 advisory boards supportingactivities in our college, compared tothree just 20 months ago. Each boardhas the enviable task of helping us bet-ter prepare our students for businesscareers in the 21st century.

Alumni involvement is so importantto us. From the more formal MillerCollege Alumni Board to ad hoc talkswith students and faculty in classes, wecovet your time. Last October we host-ed Dialogue Week, a five-day event inwhich alumni “came home to BallState” to share their career stories inclasses. We plan to host Dialogue Daysthis year on October 6 and 7. Pleasemark your calendars and plan to come“dialogue” with us. You’ll have fun andmake a difference too.

Thanks for all you do for us withyour time, talents, and treasure. Wecouldn’t do it without you!

Lynne RichardsonDean and Professor of Marketing

Wally Miller, 1963

Tfeatures

A $1 million gift from Indianapolis-based H. H. Gregg will be used toincrease opportunities for students of

the Center forProfessional Selling, anationally recognizedsales education programin the Miller College ofBusiness.

The gift includes nam-ing the center the H. H.Gregg Center forProfessional Selling.

Under the direction ofRamon Avila, theGeorge and Frances BallDistinguished Professorof Marketing, the centerhas established itself as aleader in educating stu-dents for careers in sales.Avila also has earnedhonors for his innovativeteaching methods.

“It’s exciting that an Indiana compa-ny like H. H. Gregg is showing interestin our efforts to prepare students for thesales profession,” Avila says. “The labswhere we record and critique our stu-dents’ sales presentations will be upgrad-ed with state-of-the-art digital videoequipment, and this gift will also allowus to send more students to sales con-ventions and contests that are impor-tant in jump-starting their careers.”

Jerry Throgmartin, chairman of H. H.

Gregg —a leading retailer of homeappliances and consumer electronics—says the company is proud to be associ-ated with one of the top professionalselling programs in the country.

“We believe a valuable part of anyeducation or career is the ability toeffectively communicate and get creditfor one’s strengths and abilities andthose of your organization,” he says. “Itis our hope and commitment that theH. H. Gregg Center for ProfessionalSelling will become a standard by whichall others are measured.”

In 2002, the center hosted the inau-gural national summit of the UniversitySales Center Alliance, a group dedicat-ed to furthering sales education, and ateam of Ball State students placed thirdat the 2003 National Sales Competitionin Atlanta.

Also that year, the Freedom Foundationof Valley Forge, Pennsylvania, presentedAvila with a Leavey Award for Excellencein Private Enterprise Education for hisproject “The Advanced ProfessionalSelling Course,” which improves the skillsof sales professionals. He also receivedBall State’s Outstanding Faculty Award inAugust.

“Ball State is extremely proud ofRamon’s national reputation, and thisgift gives him greater ability to show-case his work in Indiana and across thenation,” says Beverley Pitts, Ball State’sacting president.

briefs

Professional Selling Team:Scott Inks, Ramon Avila,

and Joe Chapman

center for professional selling expandswith $1 million H. H. Gregg gift

3 B a l l S t a t e b u s i n e s s n S p r i n g 2 0 0 4 S p r i n g 2 0 0 4 n B a l l S t a t e b u s i n e s s 4

new name, new lookThe new Miller College of Business name marks the

beginning of an exciting new era in the college andcalls for a fresh, new look. The recently introducedMiller College of Business logo reflects the college’sstrength, character, and innovative spirit.

Lynne Richardson, dean of the college, says, “Whenyou see the logo or hear the name Miller College ofBusiness, think quality education for tomorrow’s busi-ness leaders.”

ball state honors former business dean

Ball State University celebrated the 80thbirthday of J.B. Black, former dean of theMiller College of Business, with a roast andfund-raiser March 4. Black was dean from1973 to 1984, and he retired from the univer-sity in 1988.

Proceeds from the event went to the localchapter of Beta Gamma Sigma, the honorsociety serving business and administrationprograms accredited by AACSBInternational–the Association to AdvanceCollegiate Schools of Business. Black wasdean of the college when the Ball State chapter was formed in 1979.

Alumni are invited to participate in the Miller College of Business annualDialogue Days, planned for October 6 and 7.

Originated by the Miller College of Business Alumni Board, Dialogue Days isdesigned to provide Ball State business undergraduate students with opportunities tosee the current business world through the eyes of professionals. The event bringsalumni back to Ball State business classrooms to meet and talk with students.

Last year 67 alumni provided students in 90 classes with an overview of theirbusiness lives, answered questions about career opportunities, and shared the bestapproaches to entering their professions.

For more information about participating in Dialogue Days, contact TammyEstep, director of external relations, at [email protected].

make a difference at dialogue days

Miller College of Business Hall of Fame inductee J. WayneLeonard has been named the energy industry’s “CEO of theYear.” Leonard, CEO of Entergy Corporation, was honored inDecember at the Platts/Business Week Global Energy Awards inNew York City, where Entergy was named “Global EnergyCompany of the Year.”

An international panel of judges selected Leonard, who gradu-ated in 1973 with an accounting degree, on the basis of stature,positive leadership, and the impact he has had on the industry.Leonard was recognized for helping Entergy gain a reputation forsocial awareness and financial stability.

Entergy Corporation, with revenues in excess of $8 billion andmore than 15,000 employees, provides electricity to 2.6 millionconsumers. The company has received many honors underLeonard’s leadership, including recognition for its customer serv-ice record and successful nuclear growth strategy. Entergy wasnamed to the 2004 Dow Jones sustainability list for its strongfinancial performance and leadership, and was the first electriccompany in the United States that pledged to voluntarily stabilizeits greenhouse gas emissions.

Leonard will be awarded an honorary doctorate degree fromBall State at the May 8 commencement ceremonies.

alumnus named ceo of the year

5 B a l l S t a t e b u s i n e s s n S p r i n g 2 0 0 4

briefs

J. Wayne Leonard

More and more American business schools are incorporatingcommunity service into their curricula, according to a recentarticle in the Financial Times, and the Miller College of Businessis no exception.

In December, graduate students in Enar Tunc’s project manage-ment course volunteered to work with Muncie’s Habitat forHumanity. The students helped the nonprofit organization buildone of five houses completed in 2003.

Tunc, associate professor in the Department of InformationSystems and Operations Management, says that in addition toassisting the community, the project reinforced what his studentslearn in class. He notes that they used management and efficien-cy skills to complete the work in the allotted time. One monthlater, the house was dedicated to its new owners.

“As with any volunteer group such as Enar’s class, our newHabitat home would not have been built without them,” saysLindsey Arthur, program director for Muncie’s Habitat forHumanity. “Every volunteer plays a major part in the lives of ournew homeowners, and Ball State is a very big contributor.”

Computer proficiency is considered not justa plus, but an essential skill, in today’s busi-ness environment.

According to a newly updated MillerCollege of Business study, the majority ofAmerican corpora-tions expect theiremployees to acquireor improve their computer skills in thecoming years. The survey and the trendsit suggests affect anestimated 72 millionpeople who use a com-puter at work.

The study was con-ducted by JensenZhao, an informationsystems and operations management associateprofessor. Zhao surveyed human resource andinformation technology managers in charge ofcorporate recruitment for 51 Fortune 500companies.

About 90 percent of respondents said theycurrently use these tools, and a majority ratedthem essential for business professionals:

• Hardware: The use of a scanner, micro-computer, keyboard, mouse, printer, andmodem.

• Software: Windows, word processing,spreadsheets, presentations, databases,and desktop publishing.

• Telecommunications: Intranet, wireless,and mobile Web applications.

• Microsoft Office was rated as themost-requested productivityprogram.

building community outreach

Lynne Richardson, dean of the Miller College of Business, has been elect-ed to the board of directors of a professional education organization.

Beginning July 1, Richardson will serve a three-year term on the boardof directors for AACSB International—the Association to AdvanceCollegiate Schools of Business.

AACSB International is the professional association for college anduniversity management education and the premier accrediting agencyfor bachelor’s, master’s, and doctoral degree programs in businessadministration and accounting.

Richardson joined Ball State in 2001 after 13 years at the University ofAlabama at Birmingham (UAB). She holds a bachelor’s degree from theUniversity of Montevallo and an M.B.A. from UAB. She received herdoctorate in marketing from the University of Alabama in 1989.

dean elected to education board Jensen Zhao

systems security expands

Ball State business graduate students gather outsidethe Habitat home they helped complete.

As a response to the growing need for individuals well trained in technol-ogy security issues, the Department of Information Systems and OperationsManagement in the Miller College of Business now offers two courses in sys-tems security and will add a third this year. To support these courses, a newsecurity lab is planned to enable students to work and learn in a state-of-the-art computing and networking environment.

The lab, which is being established with assistance from UniversityComputing Services and Ball State University Vice President for InformationTechnology O’Neal Smitherman, will potentially become a major center forresearch and training in this important and expanding field. The facili-ty—along with the Computer Cluster Research Project, designed toprocess complex mathematical problems for research—will pro-vide students in the Miller College of Business with a uniquelearning experience in information systems.

S p r i n g 2 0 0 4 n B a l l S t a t e b u s i n e s s 6

hi-tech in high demandBall State University’s graduate program in entrepreneurship continues

to rise in the U.S. News and World Report rankings.In the magazine’s annual listings of top graduate programs offered by

business schools, Ball State’s entrepreneurship program ranks 16th, tiedwith Indiana University-Bloomington, University of Maryland, andUniversity of Virginia. Over the last three years, Ball State’s program hasbeen ranked 23rd, 20th, and 19th.

Ball State’s entrepreneurship program and its founding director, StoopsDistinguished Professor of Entrepreneurship Donald F. Kuratko, also havebeen highly rated in recent years by several other publications, includingSuccess and Business Week magazines.

“Our steady rise in the national rankings indicates our continued com-mitment to excellence in entrepreneurship here at Ball State,” Kuratkosays. “We are truly respected for being one of the finest business schoolsfor entrepreneurship.”

entrepreneurship program rises in national rankings

The Miller College of Business honors the life and legacy of Wallace T. Miller Jr.

By Mary G. Barr


Economists live to crunch numbers, trace trends,and create benchmarks. They find truth andvalidity in numbers. With them, an economist

can mark and track growth.When successful businessman Wallace T. Miller Jr.

taught economics at Ball State University in the1990s, he gave his students a test on the first day ofclass. On the last day of the semester, he gave themthe same test. That was how he charted “knowledgegained.” A true economist inside and outside theclassroom, he developed reams of data to support his philosophy.

It was both significant and enjoyable to Miller toconfirm that learning was indeed taking place. Avoracious reader and lifelong student of economics,he was never without a small pile of business and eco-nomics books, which he could be found readingwherever he was—even at Disney World.

But giving back was equally important to Millerwho, as CEO and COO of Miller’s Merry Manor for20 years, helped build the family nursing home chainfrom a handful to 31 facilities across the state ofIndiana.

When Miller died unexpectedly in 1998, at thepeak of his business and teaching careers, his gift tothe College of Business—the largest single private gift

from an individual in the history of Ball State—creat-ed a legacy for future generations of Ball State busi-ness students.

Last September Ball State’s Board of Trusteesapproved acceptance of a nearly $17.2 million giftfrom the Wallace Miller estate to the College ofBusiness, which now bears his name. In addition, thegift established the Phyllis A. Miller professorship inhealth economics, which will create a new area ofbusiness study at the university.

Professor MillerWally Miller remained connected with Ball State

after receiving his master of arts in business in 1963.Despite the demands of serving as Miller’s MerryManor chain’s top executive, he took time to giveback to the university by sharing his professionalinsights and expertise. Miller served in many capaci-ties, including as a member of Ball State’s NationalDevelopment Council, Wings for the Future cam-paign committee, Alumni Center committee, andCollege of Business Alumni Board.

“Wally was around the economics department allthe time,” recalls Norman Van Cott, departmentchairman at the time. “He would stop by and we’dtalk about everything—our families, the stock mar-

Knowledge Gained,

A Legacy Shared

feature

Miller used the same approach to measuring success in the classroom

that he practiced building his corporation. His “knowledge gained”

benchmarks became legendary.

9 B a l l S t a t e b u s i n e s s n S p r i n g 2 0 0 4

philosophy is that health care is local,” says currentCEO Boyle. An early company advertising taglinewas “the health care professionals with the home-town touch.” Boyle says this statement captured theMiller vision to offer the same professionalism andsophistication in older adult health care that you’dexpect to find in bigger cities, but with a smallcommunity touch.

Wally Miller was CEO and COO of Miller’s MerryManor during the company’s dramatic period ofgrowth. “During the 1980s, we doubled our facilities,”says Boyle. “Today our company has 3,000 employees,and we’re the largest independent long-term healthcare provider in the state of Indiana. Our growthcontinues each year by building better facilities andservice lines.”

Boyle notes that in the 1970s and ’80s, Miller wasdoing by hand what is now accomplished with com-puter capabilities. “He did a lot of benchmarking andmodels to track performance and costs. He lovedworking on those types of programs,” Boyle says.“Today all we have to do is click a few buttons on anExcel spreadsheet. He was truly a forecaster. He lovedeconomic theory.”

This year the corporation celebrates its 40thanniversary. With 31 nursing facilities and threeassisted living facilities across the state, Miller’sHealth Systems has built a range of services for olderadult health care, including long-term care, rehabili-tation and outpatient therapy, adult day services,short-term stay, and hospice.

Philanthropist MillerServing the community was not only at the core of

Wally Miller’s business plan—it also was central to hispersonal values. “Wally preached that you can be acornerstone in your community by being involved,”says Boyle. “It makes a world of difference to have ourcustomers and their families see our company partici-pating in the community, whether it’s at school eventsor at the grocery.”

“Wally came up with the idea that if we’re to beconnected to our community, the company should bephilanthropic as well. He was always generous,”recalls Jim Miller. “If I said, ‘I’m giving $100 to theBoy Scouts or the United Way.’ He’d say, ‘Count mein too!’”

Education was another value that Wally champi-oned. “He encouraged everyone to grow educationally

ket, and how he felt we should be teaching econom-ics. Wally had a great interest in economics bothfrom an intellectual and a practical standpoint.”

These discussions gave Van Cott an idea. In spring1991, after receiving approval from the dean, VanCott approached Miller with a special proposition.He recalls, “During one of his many visits I said toWally, ‘You’ve got a lot of great ideas about econom-ics. Why don’t you teach an economics course here?I’ll reserve a section for you.’ I remember there was amoment of silence.”

Van Cott set the gears turning in the economist’smind. “I was excited because it stopped Wally in histracks, which was a hard thing to do!” laughs VanCott. “I don’t think he had ever considered anythinglike that before.”

Miller received encouragement from his wife June,a teacher herself. “Wally was shocked that Ball Statewanted him to teach,” she says. “I told him that asmuch as he loved economics, he would be good atteaching. I knew it would also be a great way for himto learn even more.”

With the opportunity to try out his ideas firsthandon freshmen and sophomores, Miller agreed. Foreight years, he taught economics as a night class atthe College of Business, driving three hours fromWarsaw, Indiana. He began teaching with a pre-prin-ciples course, Economics 116. He also taughtEconomics 201 and 202, which all business majorsare required to take.

“The faculty still talks about Wally in the hallshere,” says Van Cott. “He made us smile at his con-

Wallace T. Miller Jr.A Legacy Shared

“Giving back to higher education was very meaningful to Wally.”

– June Miller –

S p r i n g 2 0 0 4 n B a l l S t a t e b u s i n e s s 10

vert zeal. He was a very innovative teacher.”“He was like a kid in a candy store when he first

started,” says Patrick Boyle, current CEO of Miller’sHealth Systems, the corporate operating division ofMiller’s Merry Manor. “He was passionate about eco-nomics, so it was a real honor for him to teach it.”

As a father of four, Miller loved being aroundyoung minds. “The students rejuvenated him. Soonour lives revolved around the night class,” JuneMiller says, noting that teaching also had otheradvantages. “Wally loved getting all the new edi-

tions of the textbooks to add to his huge collectionof economics books.”

Miller used the same approach to measuring suc-cess in the classroom that he practiced building hiscorporation. His “knowledge gained” benchmarksbecame legendary. “He was so proud to find his stu-dents were actually learning in class,” says his brotherJim Miller. “Like so many things in his life, he neededto prove he was accomplishing his goal.”

“Everything was like a horse race,” notes Van Cott.“Wally had to measure what was going to happen—which is why he was so successful in business.”

Businessman MillerIn 1964 Wally Miller’s parents, Wallace and

Connie, purchased the Kosciusko County Home inWarsaw, Indiana. His mother was a registered nursewho enjoyed working with the elderly, and his fatherwas a banker. Within a year, the couple began con-struction on their first new facility on the adjacentgrounds. The original building now houses the corpo-rate offices of Miller’s Health Systems.

Wally Miller Jr. received his degree in civil engi-neering from Purdue University in 1962 before com-pleting his master’s in business at Ball State. In 1967his brother Dick Miller and his wife joined the familybusiness, running one of the nursing homes. Wallyand his first wife, Phyllis, followed a few years later,heading up the LaGrange nursing home.

By 1970 the brothers were each operating twofacilities and within another six years they wereresponsible for seven facilities. “We worked as a

team,” says Dick Miller, who also was serving in theIndiana Senate.

Wally took over operations and human resources,while Dick handled marketing, development, andfinance. In 1972, their younger brother, Jim, joinedthem, first as an administrator. As the business con-tinued to grow, each of the three Miller brothers han-dled a different aspect of the business.

Miller’s Health Systems serves smaller Indianatowns; most are located in rural markets with commu-nity populations from 2,000 to 20,000. “The Miller

Wally Miller, 1963

“The faculty still talks about Wally in the halls here. He made us smile at his convert zeal. He was a very innovative teacher.” – Norman Van Cott—

exceeding state standards. “When you talk to peopleabout nursing homes and quality of care, Miller’sMerry Manor is top of the line,” he says. “I feel webuilt this brand and this business through the highestquality care.”

Wally Miller is well remembered for exceedingstandards as a businessman, teacher, and philanthro-pist. Now his name and his legacy also will endure atthe Miller College of Business at Ball State.

Mary Barr is a freelance writer based in Indianapolis.

S p r i n g 2 0 0 4 n B a l l S t a t e b u s i n e s s 1211 B a l l S t a t e b u s i n e s s n S p r i n g 2 0 0 4

Wallace T. Miller Jr.A Legacy Shared

More than a successful alumnus, Wally Miller was a long-time friend and benefactor to the Ball State UniversityCollege of Business. Through the generosity of his recent gift,the Miller College of Business will be positioned to advanceto the next level, says Dean Lynne Richardson.

“I think Wally Miller would be proud of the careful plan-ning we are putting into the decisions to increase the qualityand the standing of our college,” says Richardson. “Once wecomplete a plan and start to implement it, everybody shouldbe sitting up and taking notice of our college. The goal is todo it right.”

Six months after receiving the nearly $17.2 million giftfrom Miller’s estate, Richardson says there have not yet beenany major changes. “We will be very strategic with how wemove forward and improve what we do,” she explains.

The Miller College of Business joins the ranks of thenation’s top business schools by being named after an indi-vidual. The “naming” of a college is most often the result of alarge endowment, which reflects a level of dedicatedresources available for teaching and research.

“The ability to name the college puts us on the map. Itgives us credibility. It enhances our reputation,” saysRichardson. “In addition, it gives us a different kind of mar-keting edge.”

Wally Miller’s brother Dick Miller says his family ispleased that Ball State has accepted Wally’s gift. “This washis last wish, and we are very happy that it may be carriedout,” he says.

Miller earned his master of arts in business at Ball Stateand three of his four children are Ball State graduates. Heknew education had made a huge difference in his life, sayshis widow, June Miller. “Giving back to higher education wasvery meaningful to him.”

Part of the Miller gift will establish the Phyllis A. Millerprofessorship in health economics. Phyllis Miller was Wally

Miller’s first wife, who tragically died in a house fire in 1987.She was a nurse who studied at Ball State. She also was anactive civic leader and nursing home administrator.

Helping people reach their potential was a driving force forPhyllis Miller, as well as Wally Miller, says their daughterBeth Ingram, a 1985 Ball State business graduate. “Her pro-fessionalism and compassion for people was perhaps thesecret of her success,” she says.

“Phyllis was very caring and nurturing toward her resi-dents. She was adamant about promoting health,” saysBarbara Miller, Wally Miller’s sister. “Phyllis was also a verystrong businesswoman.”

Dick Miller believes that health economics is differentthan other areas of business. He explains, “You don’t havejust the client-provider relationship. You have another entitycalled the government, which can change the rules and havea drastic effect on business. Wally felt there was a seriouschasm in the whole economics program that did not dealwith government in the configuration.”

Barbara Miller also points out that because of the increas-ing longevity of older adults, there’s a great need to studyhealth economics. “It’s important to have a system of busi-ness unique to this niche,” she says.

Until the professorship can be fully implemented, theMiller College of Business plans to explore a series of seminars or a possible conference on issues within health economics.

“Our objective is to be able to look back after ten yearsand really notice a transformation here,” says Richardson.“Our plan will include some things that will challenge us tothink differently on approaches to education and will set usahead. It’ll be exciting to watch how we enhance our reputa-tion and become a bigger player in the business school world.Ultimately, we want this gift to be reflected in the quality ofpreparation for business careers our students receive. ”

A New Era Begins

The Miller College of Business

as far as they could,” says his sister Barbara Miller.“He was like a sponge when he read, and he encour-aged other people to expand their horizons. This wasa man who walked six to eight miles each day, and

he’d be reading a magazine while he was walking!”According to Patrick Boyle, the Millers believed if

they made an investment in their employees, it wouldbe returned tenfold. “When a nursing assistant joinsour company, we offer to pay for her college educa-tion, so someday she’ll become an administrator.Every position here has a career ladder. And everyoneis strongly encouraged to get as much education as

“Wally preached that you can be a cornerstone in your community by being involved.”–Patrick Boyle, CEO, Miller’s Health Systems—

“Again Wally was using economics,” says NormanVan Cott. “He showed me how he looked at turnoverand set pay scales. Wally figured out the costs of hir-ing and training. He tried to keep wages up soemployees wouldn’t leave and he wouldn’t have toincur those retraining costs.”

Jim Miller says his brother not only realized theneeds of the family business, but also those of societyas a whole. Wally Miller worked with governmentofficials and education commissioners to establishmore nursing programs at Ivy Tech and more associ-ate nursing programs at colleges and universities. “Healso pushed for more programs not just for profession-al nursing but for other areas like geriatric aides,” hesays. “He was a hands-on advocate. He knew all thelegislators by their first names.”

Over the years, health care became a more com-plicated business. “When we entered this businessin the late 1960s, there was no governmentinvolvement, other than the county welfare depart-ment helping people who were destitute,” DickMiller explains. “Within a few years there was ahigh Medicare and Medicaid involvement. Dealingwith all those rules and regulations was a challengeWally liked.”

The way that challenge was met helped drive theMiller’s Merry Manor reputation for superior care andservice, according to Dick Miller. The corporationhas received numerous awards from the IndianaHealth Care Association, the American Health CareAssociation, and various chambers of commerce for

possible,” says Boyle, who himself is a good exampleof the Miller career ladder. Now the corporation’schief executive, he joined the company as an admin-istrator-in-training at the age of 21, “just a scratchaway from Indiana University.” He says, “The Millersgave me a lot of opportunities to succeed.”

Boyle says Wally Miller’s approach to recruitmentwas to fill his staff one person at a time. “You have topossess a true commitment and passion to work ingeriatrics and rehabilitation care,” he explains. “Wefind the right employees and then give them opportu-nities to develop. I feel that’s what helped this com-pany succeed after 40 years.”

Members of the Miller family gather at the dedication of the Miller College of Business,November 13, 2003.


feature

How the accounting department built a solid reputation and strong ties to the real world By Steve Kaelble

FORTHEFUTUREACCOUNTING

ASSESSINGTHEPAST,

When Paul Parkison firstarrived at Ball State, therewas no Department of

Accounting. There was, in fact, noCollege of Business, and Ball State wasstill a teachers college.

It was 1954, and Parkison was a fresh-man from about 12 miles down the roadin Parker City, studying in Ball State’sbusiness department. “I had a major inaccounting and also picked up myteacher’s license,” he recalls.

It may seem hard to believe, but in1958, “being a teacher in a high schoolpaid more than working at an account-ing firm,” Parkison explains. So he fol-lowed the teaching career path, taking ajob at Warren Central High School inIndianapolis. He also kept in touch withhis Ball State mentors, including busi-ness department head Bob Bell andaccounting professor J. Virgil Herring.“They were responsible for me becom-ing a college professor,” he says.

Building a DepartmentAt their urging, Parkison went back

to school, earning a doctorate atIndiana University. He mulled opportu-nities at such places as the Ohio Stateand Northwestern Universities, butinstead chose Ball State, where hebegan his higher-education career in thefall of 1966. He says, “Bob Bell sold meon the idea that at Ball State I really hadan opportunity to build a department.”

And build a department he did.Parkison returned to Muncie as a profes-

sor just a year after Ball State earned itsdesignation as a university and createdits College of Business. Accounting wasone of the original four departmentswithin the college, with Herring at thehelm until 1972 when Parkison beganhis 29-year tenure as chair of thedepartment.

He and his colleagues shared somesimple goals: grow the department, buildits reputation, and help the College ofBusiness achieve accreditation. “I’velived long enough to see it come tofruition,” Parkison says.

Indeed, the department grew to ahigh of 19 faculty members before set-tling into its present roster of 14. Thenumber of accounting majors currentlyenrolled stands at about 200. Thedepartment maintains strong ties withthe “real world” accounting community,participating in continuing-educationefforts and involving professionals incurriculum development. Most impor-tant, it has developed a solid reputationfor the quality of education it deliversand the strength of its graduates.

Foundations for SuccessMany factors have played into the

department’s success, beginning with itssize, says James Schmutte, who tookover as department chair when Parkisonretired in 2001. “We really provide thebest of both worlds,” he explains.

The department offers the technolo-gy, facilities, and resources of a largeinstitution, says Schmutte, but in com-


parison to the cavernous lecture hallsfound at many large business schools, “ourlargest classroom holds only 47 students.”

Even the department’s entry-levelcourses benefit from the commitment tosmaller class sizes, says faculty memberDick Culp, who also serves as workplaceleader at PricewaterhouseCoopers inIndianapolis. “I teach Accounting 201, abeginning accounting class, and themaximum class size is 40 students. Someuniversities hold the introductory classin an auditorium.”

And while accounting students at manymajor universities are accustomed to tak-ing classes led by graduate students, atBall State faculty members teach allaccounting classes, according toSchmutte. “Graduate students do notteach our classes, but we do have graduatestudents available for tutoring,” he says.

The department’s small-school atmos-phere is balanced by a large-school trait,he continues. “Our faculty is specialized,while in a smaller school a faculty mem-ber often must be a jack-of-all-trades.”

The combination of large-universityresources and personal attention, com-plemented by a strong curriculum, pro-vides Ball State accounting students witha first-rate foundation, according toLynne Richardson, dean of the MillerCollege of Business. “It’s a really strong,fundamental major. We do an effectivejob of preparing students for the chal-lenges that they will face as accountingprofessionals,” she says.

“It’s a pretty thorough grounding andis pretty pragmatic about what is requiredin the profession,” Parkison agrees.

The strength of the department isreflected in the fact that Ball State was

the first institution in Indiana to receiveseparate accounting accreditation from theAACSB International–the Association toAdvance Collegiate Schools of Business inaddition to the business college’s accredi-tation. The extra accreditation has beenin place for more than a decade at BallState. By contrast, Parkison adds with sat-isfaction, the dual accreditation is a muchmore recent development at downstaterival Indiana University.

Worldly ConnectionsFrom the start, the accounting depart-

ment has built strong ties to the outsideworld of professional accounting. “Overthe years, I conducted a lot of seminarsand training for the Indiana CPA Societyand for firms,” Parkison says. “It helpedput us on the map and made our studentsmore desirable.” Schmutte and others atBall State also have been active in theCPA Society.

Additional connections are nurturedby two student organizations, Beta AlphaPsi and the Accounting Club, whichbring in speakers from the accountingindustry. Professionals also visit for thedepartment’s Indiana Firm Night. “It hasabout a 30-year history,” Schmutte says.“Representatives of Indiana CPA firmshave an evening to socialize and makepresentations to students.”

Schmutte also describes a relativelynew pipeline linking the college’saccounting department with the profes-sional world: “We have an accountingadvisory board with about 24 individualswho represent a cross section of account-ing—the corporate community, publicaccounting, and firms of varying sizes,” hesays. “As the environment changes andnew issues arise, we have the responsibili-ty to look at how we can address them inour accounting program. The advisoryboard plays a crucial role in that process.”

Visiting professionals also help studentslearn about important issues such asethics and about the wide range of careeroptions for accounting majors, fromCPAs to CFOs to CEOs. Schmutte saysfaculty stress to students that opportuni-ties go well beyond the obvious jobs at

accounting firms. “A recruiter from anational firm told me, ‘When I come toBall State, I have to work harder. Thestudents know all the options. Theyknow there’s more than one kind ofaccountant.’”

Accomplished AlumniThe diversity of options means that

accounting department alumni can befound in all sorts of places. Richardsonsays, “Many of our students have endedup in very nice accounting positions. Alot of them have moved into other areasas well. Accounting is a good foundationfor doing other things in business.”

Wherever they land, Ball Stateaccounting grads tend to do well forthemselves, Parkison says. “The studentshave just done tremendously, and that’sgratifying.”

It’s a sentiment echoed by 1968 alum-nus Tony Smith, the Ohio Valley Areaprofessional practice director for Ernst &Young in Indianapolis. He joined thefirm, then known as Ernst & Ernst, fol-lowing a military stint after college andsays Ball State prepared him well. “It’sjust the quality of the education youreceive,” he says.

Smith’s firm is a regular recruiter ofBall State graduates. Culp, too, foundBall State to be prime recruiting groundduring the more than three decades hespent at the firm of Arthur Andersen. Hesays, “There are very dedicated people inthe accounting department who aredelivering strong skills to the students.”

Culp also gives credit to the type ofstudent that Ball State often attracts. “Iwould say much of the accounting stu-dent population comes from rural

Indiana. They come to Ball State, and it’s not a highly cosmopolitan setting; it’smore rural,” he observes, noting thattheir upbringing helps instill in them apowerful work ethic that serves themwell in their professional lives. “That’s afundamental trait that any employer isinterested in.”

The Next GenerationSchmutte sees a bright future for the

accounting department, but it’s likely tobe a future marked by change. “We’regoing through what I would call a genera-tional change. About half of the facultyhave joined in the last six years,” heexplains. “Many professors who werebrought in to handle the Baby Boominflux are of retirement age now. As peo-ple retire, we’re replacing them with newfaculty. They’re bringing new excitementand perspectives, and opportunities forchange and improvement.”

Advances in technology also are mak-ing their mark, according to Schmutte.Book research, for example, has largelybeen replaced by online and databasemethods, and the CPA exam has migrat-ed from pencil and paper to the computer.

Such changes bring new challenges.“How do you balance incorporating tech-nology and using technology while you’restill trying to teach basic accounting con-cepts?” Schmutte says, “We have tomaintain the balance.”

Other developments include increasedinteraction between the college’s depart-ments as new programs and majors takeshape. Schmutte believes it’s an excitingtime for the department. “Our account-ing enrollment is growing,” he says. “I’mexcited about where we’re going.”

Ethics is an issue that has been at the forefront of theaccounting world in recent years, sometimes splashedacross the headlines by corporate scandals. The question:Can ethics be taught in a collegiate accounting program?

Accounting faculty at Ball State believe it’s important torecognize that one needn’t have deep-rooted criminal ten-dencies to become caught up in corporate difficulties. “I’mnot sure everyone who’s been in the press is the devilincarnate,” Department of Accounting Chair JamesSchmutte says. “They’re people who find themselves in sit-uations where they do not understand the options that areavailable to them. Decisions are made on accountingoptions, and they have different consequences.”

It’s critical that accounting students learn those optionsthat can help them—and their companies—steer clear oftrouble. “Part of it is providing them with a decision-mak-ing process and a set of tools, so that if they find them-selves in a situation they can look at what their optionsare,” Schmutte says.

Dick Culp, a member of the accounting faculty and a work-place leader at PricewaterhouseCoopers, agrees. “I believethere is a teachable framework for analyzing problems andissues that can lead you to an ethical conclusion,” he says.“That idea is incorporated into most of the classes weteach.”

Ethical decision making is taught in a variety of ways, fromcase studies to role-playing. “We’re always looking at newand innovative ways to bring these aspects into the pro-gram,” Schmutte says, adding that the subject also comesup when accounting professionals visit for extracurricularevents. “When we bring in outside speakers, some of thethings they speak on are accountability, corporate respon-sibility, and ethics.”Accounting

instructor Dick Culpbrings real worldexperience to the

classroom.

Paul Parkisonchaired theaccountingdepartment from 1972 untilhis retirement in 2001.

James Schmutte,accountingdepartmentchair, seeschange and abright future forthe department.

Steve Kaelble is editor of Indiana Business magazine.

ETHICSA FOCUS ON

aVoiceThe new student advisory board brings student perspective and vision to the table. By Carmen Siering

Seated around the conference tablein what is known affectionately as the“Hall of Fame Room,” Miller College of Business advisory board members and Dean Lynne Richardson take time to get reacquainted after a hecticholiday season.

As board members mention their areasof expertise, it becomes clear that this isan unusual group of advisors. “I’m a fifth-year senior accounting major,” says one.“I’m a fourth-year senior and president ofthe Student Government Association,”says another. Two members introducethemselves as sophomores. One intro-

duces his eight-year-old son, who also isin attendance.

Welcome to a meeting of the Dean’sStudent Advisory Board, the latest addi-tion to several advisory boards estab-lished recently by the college.

Upon her arrival in July 2001,Richardson found only two advisoryboards in place—those for the insuranceand risk management, and entrepreneur-ship programs. Building on that founda-tion, she began forming boards to repre-sent a variety of areas within the college,including accounting, information sys-tems, and professional selling. But even

forStudents

Student Advisory Board members, from left:

Rebekah Rosenfield, Katrina Chrisman, Jessica Roberts,

Joshua Colter, Joshua Tempel, and Rachel Schultz.


feature

“To be able to sit down with the dean of your college and discuss with her what you think your college needs is incredible”—Shemshon Williams


with these in place, Richardson still feltthere was a missing element.

“I see advisory boards as a way to buildconnections with the community,” saysRichardson. “And it struck me last yearthat the one group we weren’t listeningto, the one group that didn’t have a for-mal voice, was students.”

When Richardson offered students anopportunity to serve on an advisoryboard of their own, the response wasencouraging, and the resulting board is adiverse group representative of the stu-dent body of the college.

Members range from freshmen whoaren’t officially part of the college, asthey have yet to complete their core cur-riculum requirements, to fifth-year seniorsanticipating graduation and moving intothe workforce or on to graduate school.Some board members are traditionalcollege students; others are older, somewith families. Every major except inter-national business is represented, andthe ethnic, racial, and gender profile ofthe group is encouraging to Richardson.

Janice Replogle, director of under-graduate programs, coordinates manystudent organization functions withinthe college and worked with Richardsonto establish the advisory board. LikeRichardson, she is pleased with thediversity of its members, but points outthat unlike many student organizations

in which leaders are selected by mem-bers to represent the entire group, thestudents serving on the advisory boardare free to address issues from a morepersonal perspective.

“While they don’t represent a specificconstituency, they are representative ofthe Miller College of Business as awhole,” Replogle explains.

Students serving on the board taketheir roles seriously, a reflection of theseriousness Richardson gives their con-cerns, questions, and suggestions. SherriToll, a senior accounting major, notesthat board membership allows her to bemore involved with the college evenwhile juggling responsibilities to her son,job, and classes. The fact that the meetingsare arranged around student scheduleshas made an impression on Toll.

“Dean Richardson really shows greatrespect for the students,” Toll says.“She truly cares about what we arethinking. And she gives the college amore personal touch.”

It’s that personal touch that makesserving on the advisory board worthwhilefor Shemshon Williams, a senior major-ing in management information systems.

With a full academic schedule and aneight-year-old son, Williams has hishands full. Still, he sees his work withthe advisory board as time well spent.

“To be able to sit down with the deanof your college and discuss with her whatyou think your college needs is incredi-ble,” says Williams. “Lynne has made alot of strides towards letting people knowshe cares and making those personalconnections within the college. I feel alot more connected than ever before.”

Replogle says that providing ways toconnect students to the college is a prior-ity, and the advisory board is one way todo that. “Getting students to feel com-mitted to the college, getting peopleengaged, that’s what we’re all about,” she says.

Mirroring that philosophy, studentadvisory board members hope to estab-lish a two-tiered mentoring programwithin the Miller College of Business.The first tier will consist of current busi-ness students mentoring newly admittedand transfer students who are consider-ing business majors. The second tier willconnect upperclassmen with mentorswithin the business community, helpingthem make a smoother transition fromcollege to career.

Terry Mauer, a senior majoring inentrepreneurship, enthusiastically sup-ports the idea of a mentoring program.“The way I see it, every college wantsthe best students in its program. Gettingthem involved earlier and letting themdecide early on if this is the right majorfor them will help,” he says. Mauer alsoencourages alumni and business profes-sionals to get involved. “A group likethis will need sponsorship and support,but we will benefit the business commu-

nity, too, because we’re going to be apart of that community.”

Serving on the advisory board is initself a way to begin making the transi-tion from student to professional. “I getto know people from other areas of thebusiness school, not just accounting,”says Lisa Mitchell, a senior accountingmajor. “And I get a sense of what it’slike to serve with a group of people on a board.”

Senior Jayson Manship agrees. “A lotof student organizations within theMiller College of Business are specific toa major,” he says. “By serving on theadvisory board, you get a sense of howpeople from other majors think, which isgoing to be important come business-world time.”

Richardson has provided some of thatreal-world experience by arranging ajoint meeting of the student advisoryboard and the executive advisory board.Farzana Chowdhury, a junior financemajor, found the meeting valuable.

“We talked about things from a stu-dent perspective—classes, advising, men-toring,” says Chowdhury. “If thingschange because of that meeting, it’sgood. But for me, it’s just as important toknow there are people from the commu-nity who care what we think.”

Clearly, Richardson cares. She notesthat as a faculty member she always hasbeen an advocate for students, but herrole as dean has limited her classroomtime. “My job is to be a sounding board,and this is a nonthreatening way to doit,” Richardson says.

The students’ job is to be honest withher about their vision for the college.“They should question us. They shouldmake us better,” she says. “They should

make me aware of how they see things.And they do.”

The board has short-term goals inmind for this academic year, including a“Dress for Success” fashion show and afaculty-student spring fling event. Whilethey are enthusiastic about these events,it’s the long-term impact the group willmake on the college that inspires them.“We’re here to enhance the appeal ofthe Miller College of Business,” saysManship, “but we’re also thinking aboutlong-term goals.”

Richardson notes, “For the seniors,especially, they’re walking out the doorand this is their legacy.”

Senior Terry Mauer agrees and seesserving on the advisory board as a wayto leave his mark on the Miller Collegeof Business.

“Soon I’ll be an alumnus,” he says.“And I’ll be able to look back and say,‘They took my suggestions, my opinions,and made them a reality.’ That’s going tofeel phenomenal.”

Carmen Siering is a freelance writer based in Muncie.

“DeanRichardsonreally showsgreat respectfor the students.”—Sherri Toll

“It’s important toknow there arepeople from the community whocare what wethink.”—FarzanaChowdhury

“I get to knowpeople fromother areas ofthe businessschool.”— Lisa Mitchell

“I’ll be able tolook back

and say, ‘They took my

suggestions, myopinions, and

made them a reality.’”

— Terry Mauer


Your classmates want

to hear from you. Share

your news with us at

www.bsu.edu/business/contactus

or send an update to

Ball State University,

Miller College of Business,

WB 100,

Muncie, IN 47306

connections

Name

Address

City/State/ZIP

E-mail

Degree/Major/Year

Employer

Here’s my news for Ball State Business. (Use separate sheet if necessary.)

Najat Al Yarubiya, B.S. in Accounting1988, is the functional resourcing develop-ment advisor for Petroleum DevelopmentOman.

Carrie Briar, B.S. in Marketing 1994, isthe assistant vice presi-dent and regional teamcoordinator for OldNational InvestmentServices in Indianapolis.

Scott Cotherman, B.S. inBusiness Administration1980, is the chief execu-

tive officer of the newly formed CorbettAccel Healthcare Group. A result of therecent fusion of two leading Omnicomcompanies—The Corbett HealthcareGroup and Accel HealthcareCommunications—Corbett Accel is one ofthe largest healthcare communicationscompanies in the world.

Matt Deitchle, M.B.A. 2002, is the enter-prise support lead for Steakn Shake at its corporateoffice in Indianapolis.

Daniel Hatcher, B.S. inMarketing 1995, wasaccepted into theUniversity of ChicagoM.B.A. program, where

he will study analytic finance and econom-ic theory. He is an investment analyst atAmalgaTrust, Inc., a division ofAmalgamated Bank of Chicago.

Denise Harvey, B.S. in Business

Management 1992, has joined HillenbrandIndustries in Batesville, Indiana, as a bene-fits administration manager.

Vince McCulloch, B.S. in Marketing1995, is the business manager for CalumetEnergy Team.

Bryan A. Mills, B.S. in Accounting 1982,is the chief executive officer of VEI, anaffiliate of Community Health Network ofIndiana.

Martin Noufer, M.B.A. 1997, is a financemanager for Intel Corporation.

Michael R. Pyles, B.S. in Insurance andFinance 1995, is an agent with FarmBureau Insurance in Portland, Indiana.

Tony Schneider, B.S. in Finance 1980, co-founder and managing director ofSchneider Huse &Associates, LLC, has beenelected to the advisorycommittee of HouseInvestments— Real EstateOpportunity Fund III, LP.The recently closed fundprovides mezzanine loans toresidential and commercial real estatedevelopments in the Midwest.

Denise Town, B.S. in Marketing 1985, isthe co-owner of Gallery 116 in downtownFishers, Indiana, which features the workof local artists.

Karen Wagner, B.S. in Marketing 1988, isthe human resources director for the Indianaoffices of McGladrey & Pullen, LLP.

Support the Miller College of Business at www.bsu.edu/giving.

was focusing mostly on human resources,and last May she took her present upper-level position.

As her career has evolved, Bammann hasbeen amazed by how often she draws uponknowledge that, as a student, she wasn’t sureshe would ever need. “But as you matureand as the organization goes through its evo-lution, you use a lot of it,” she says.

Case in point: Conseco. For years it was a high-flying insurer, creating millionairesamong its shareholders and making its CEOIndiana’s highest-paid executive for severalyears in a row. Then trouble began to brew,and a huge debt load from acquisitionsbegan to suffocate the firm. In December2002, Conseco finally teetered into bank-ruptcy in what was the third-largest corpo-rate bankruptcy filing in history.

Such upheaval brought major changes tothe company, reminding Bammann of les-sons she had learned in an organizationaldesign class 20 years earlier. Because she

knows there’s even more that businessschools can teach to help graduates as theymove into the working world, she is pleasedto see how open to input the Miller Collegeof Business is. “The college is reaching outto business people and saying, ‘What is itthat you need our graduates to be trainedfor? What do you need, and we’ll try toadapt our curriculum.’”

Bammann is part of an advisory boardthat helps the college answer those kindsof questions. Some are more challenging

than others. For example, she hopes tosee students learn better managerial

skills, not just theory, that trans-late into everyday situations.“When you have an employeecalling in sick every other day,what do you do? Or, how doyou teach people how to talkto other people?”

She hopes to help her almamater address such importantmatters through her work with

the business college and as partof the Discovery Group, a collec-

tion of women interested in philan-thropy who support various Ball State

programs with grant money.Bammann’s connections with the univer-

sity extend beyond professional and volun-teer roles. Her husband, Steve, is a BallState alumnus and their children—who areinterested in architecture and teaching—will likely consider the university as theybegin making college plans.

What began as a short-term relationshipwith Ball State has come full circle, provid-ing Bammann with a lifetime of unexpectedopportunities.

Nora Bammann is a 1984 graduate. She is a memberof the Miller College of Business Executive Advisory Board.

bottomline

unexpected opportunities

By Steve Kaelble

Nora Pcolinski Bammann wasn’tcounting on a long-term rela-tionship with Ball State

University when she enrolled in 1980. Infact, she thought she’d train to be a secre-tary and leave with a two-year degree inoffice administration.

“But once I was on campus I fell in lovewith being at Ball State,” she says. So sheswitched to a four-year College of Businessmajor in management science, specializingin management information systems andhuman resources.

Looking back, Bammann, now sen-ior vice president and director ofhuman resources for Carmel-basedinsurance giant Conseco, says, “Iwas never one of those over-achievers in college.” But shewas always busy. She workedthroughout her collegiate expe-rience, first doing secretarialtasks for professors, then help-ing students in the computer lab.She also was involved with hersorority, Kappa Alpha Theta, aswell as numerous campus activitiesand events, including BACCHUS, anorganization focusing on the dangers ofalcohol abuse on campus.

Bammann’s well-rounded college experi-ences proved valuable, enabling her toexplore a variety of jobs. In the first fewyears following graduation, her employersincluded an HMO, a mall developer, atrucking company, and the Little League,for which she served in a temporary posi-tion raising money for a new facility.

Then in 1987 Bammann brought herflexibility to Conseco, where she started asan executive assistant in the investmentgroup. “I worked through all kinds of posi-tions,” she recalls, including spending timein the trading room and on assignmentsthat involved accounting, humanresources, and systems work. By 2000 she

N

Non-Profit

U.S. Postage

PAID

Ball State University

WB 100Muncie, IN 47306

A gala evening to honor outstanding business alumni

Keynote speaker

Miller College of Business

2004 Hall of Fame Recipient

John Schnatter, CEO and

founder of Papa John’s, Inc.

Mark your calendars andwatch for further details!

Friday,October 1, 2004

Ball State UniversityAlumni Center

Join us for the

First AnnualMiller College of Business Alumni Awards Dinner

business spring 04 - cardinalscholar.bsu.edu

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