WALTER STEVEN JONES, Dean
Robert Sanford Adler (3) Legal Studies, Business Ethics, Government Regulations
Carl Robert Anderson (80) Strategic Management, Organizational Design, Organizational Decision Making
Gary M. Armstrong (2) Public Policy in Marketing, Sales Force Management
Barry L. Bayus (131) Marketing Research, Technology Changes, Product Management
Richard A. Bettis, Strategic Management, Global Competition, Technological Innovation, Strategic Change
Edward Joseph Blocher (61) Auditing, Management Accounting
Paul N. Bloom (95) Public Policy, Nonprofit Marketing, Marketing Professional Services
Robert M. Bushman, Information Economics, Corporate Governance, Executive Compensation, Organizational Structure
Daniel Cable (154) Human Resources Management Selection, Recruitment, Compensation
Jennifer S. Conrad (107) Market Constraints, Stocks and Options
James W. Dean (158) Quality Management, Strategic Decision Making, Organizational Cynicism
Jeffrey R. Edwards (160) Person-Organization Fit, Work-Family Issues
Douglas Allen Elvers (18) Production/Operations Management, Scheduling, Project Management
John Parkhill Evans (20) Operations Research, Mathematical Programming
Paolo Fulghieri, Finance
John R. M. Hand (126) Financial Accounting, Capital Markets, Market Efficiency
David James Hartzell (16) Mortgage Bank Securities, Real Estate Investment, Finance
James H. Johnson, Diversity, Entrepreneurship - Minority, Ethnic Conflict, Management, Small Business - Minority, Urban Economics, Venture Financing, Welfare Reform
Walter Steven Jones, Business Education
John Dale Kasarda (32) Business Globalization, Privatization, Job Creation
Wayne R. Landsman (58) Financial Reporting, Capital Markets
Mark H. Lang (142) International Accounting and Finance, Corporate Disclosure Policy, Earnings, Stock Price Issues
Richard Allan Mann (37) Legal Studies, Regulation of Business, Business Ethics
Ann E. Marucheck (21) Production/Operations Management, Distributions Systems Design and Management, Engineering Management
Edward Maydew, Accounting, Taxation, Corporate Tax Planning, Mergers and Acquisitions - Tax Aspects, Economic Effects of Tax Changes
Alan William Neebe (41) Resource Allocation, Integer Programming, Facility Location, Computer Reliability
Hugh M. O'Neill (131) Corporate Strategy, New Ventures, Turnaround Situations
Ellen Rust Peirce (4) Legal Studies, Labor Law, Government Regulations
William Daniel Perreault Jr. (62) Industrial Marketing, Marketing Research Methods, Marketing Strategy
William P. Putsis, Marketing
David J. Ravenscraft (10) Mergers, Takeovers, Sell-Offs
Richard James Rendleman Jr. (89) Investments, Corporate Finance, Capital Markets Efficiency
Barry Stuart Roberts (63) Legal Studies, Business Ethics, Government Regulation
Benson Rosen (46) Organizational Behavior, Human Resources Management
David Stephen Rubin (47) Operations Research, Integer Programming, Combinatorial Optimization
Albert H. Segars (152) Telecommunications Management, Impact of Technology, Corporate-Level Planning for Information Technology
Douglas A. Shackelford (101) Taxes, Business Strategy, Performance Measurement Systems
Anil Shivdasani (35) Corporate Boards of Directors, Corporate Finance, Corporate Governance, Finance, International Business - Finance, Mergers and Acquisitions, Organizations
Michael A. Stegman, Asset-Building in Low-Income Communities, Community Development Finance, Electronic Benefits Transfer, Housing Policy, Real Estate Finance
Jayashankar M. Swaminathan, Operations, Technology and Innovation Management
Harvey M. Wagner (64) Management, Modeling
D. Clay Whybark (67) Operations Management, International Operations Manufacturing Strategy, Business Logistics
Valarie Zeithaml (169) Service Quality, Services Marketing
Jeffery Abarbanell, Financial Statement Analysis, Analyst Forecasting, Valuation, Accounting in Transition-to-Market Economies
Sridhar Balasubramanian, Marketing
Richard Stanley Blackburn (81) Organizational Behavior, Organizational Research Methods, Philosophy of Organizational Science
Gregory W. Brown (7) Asset Pricing, Capital Markets, Derivative Securities, Investments, Mutual Funds, Risk Management, Corporate Hedging
Joseph Henry Bylinski (83) Financial Accounting, Auditing
Robert A. Connolly (127) Foreign Currency Markets, Empirical Investments, Capital Markets
Nicholas Michael Didow (15) Consumer Behavior, Marketing Research Methods, Evaluation Research
Wendell Gilland (162) Production Planning and Control, Capacity Management, Business Process Reengineering
Mustafa N. Gültekin (106) Portfolio Theory, Asset Pricing Models, Corporate Finance
David A. Hofmann, Management
J. Morgan Jones (19) Quantitative Consumer Models, Bayesian Decision Theory
Charlotte H. Mason (108) New Product Evaluation, Diffusion of Innovation, Marketing Research Methodologies
Rebecca K. Ratner, Consumer Behavior, Decision Making, Individual Decision Making, Marketing
Jeffrey Reuer, Organizational Behavior and Strategy
Peter J. Brews, Management
Qiang Dai, Finance
Alison Fragale, Organizational Behavior and Strategy
Eitan Goldman, Corporate Finance, Microeconomic Theory
Steve E. Hoeffler, Marketing, Consumer Behavior, Decision Making, Sales Forecasting, Information Technology, Electronic Commerce, Internet Marketing
Eda Kemahlioglu-Ziya, Operations
Arvind Malhotra, Electronic Commerce, Knowledge Management, Interorganizational Information Technology, Supply Chain Management, Internet Business Opportunities, Internet Startups, Strategic Use of Information Technology, Virtual Teams and Communities
Kahl Matthias, Finance
Ali Parlakturk, Operations
Jana Smith Raedy (166) Market Efficiency/Market Anomalies, Financial Analyst Forecasts
Adam V. Reed, Finance
Jorg Rocholl, Finance
Sergey Sanzhar, Finance
Merih Sevilir, Finance
Gunter Strobl, Finance
Brian Tomlin, Finance
Gal Zauberman, Marketing
Stephen Appold, Kenan Institute of Private Enterprise
Susan Aaronson, Kenan Institute of Private Enterprise
Warren E. Baunach (143) Executive Education, Marketing, Competitive Strategy
Gerald D. Bell, Leadership, Management, Negotiation, Teamwork
Bruce Boehm, Management
Linda Carolyn Bowen (9) Financial Accounting, Taxation, Auditing
Jennifer Bremer, Management
Anthony Brown, Entrepreneurial Studies
Geoffrey Chatas, Finance
Edward Cornet, Management
Travis Day, Business Computing Skills
Eric Ghysel, Finance
David Godschalk, Finance
Noel Greis, Air Logistics, Aviation, Innovation, International Manufacturing, International Operations, Logistics, Manufacturing
William H. Grumbles, Organizational Behavior and Strategy
Clay Hamner, Entrepreneurial Studies
Claudia Harris, Organizational Behavior and Strategy
James Harris, Finance
Michael Hussey, Finance
Richard Kouri, CETV
Kevin Leibel, Marketing
Michael Ian Luger, Economic Development, Employment and Welfare Policy, Infrastructure, Public Finance, Urban and Regional Economics
Alexey Malakhov, Finance
Mabel M. Miguel (53) Career Development, Cross-Cultural Management, Diversity, Human Resource Management, International Human Resource Management, Distance Learning, Management
Bill Moore, Investment Banking, Venture Capital, Investment Management, Entrepreneurship
Charles R. Myer, Management
Jack Olin, Management
John J. Pringle, Financial Management
William Reynolds, Finance
Heidi Schultz (167) Business Communication
C. J. Skender, Accounting, Auditing, Decision Making
James Smith, Finance
S. Peter Smith, Manufacturing, Marketing - Strategy, Operations Management, Product Design, Product Development
Judy Jones Tisdale, Consumer Banking Retail Sales, Professional Communication, Sales Coaching and Development
Ronald Williams, Management
Min Wei, Finance
Robert Fairlie, Entrepreneurial Studies
David Neal, Organizational Behavior and Strategy
Atul Nerkar, Finance
Kevin Raedy, Accounting
Donald McIver Stanford Jr., Commercial Law, Legal Environment of Business, Managerial Law, Mutual Funds, Sports Law and Management
Roby B. Sawyers, Accounting
Glenn Voss, Marketing
Bruce Carlin, Finance
Courtney Edwards, Accounting
Raed Elaydi, Organizational Behavior and Strategy
Eliezer Fich, Finance
Burton Goldstein, Entrepreneurial Studies
Richard Gooner, Marketing
Douglas Guthe, Finance
Lisa Jones, Finance
Corinne Krupp, Finance Trade, Antidumping Trade, Exchange Rates
Susan Palmer, Human Resource Management - Recruitment, Job Design, Management, Organizations - Change, Performance Measurement - Employee, Training and Development
Elliot Silverstein, Management
Kenneth Wiles, Finance
Ted Zoller, Entrepreneurial Studies
James Bick, Marketing
John T. Ganzi, Management
Alston Gardner, Entrepreneurial Studies
John Glushik, Entrepreneurial Studies
Lowell Hoffman, Kenan Institute of Private Enterprise
Gregory Hohn, MBA Program
Donald Marple, Management
Merrill Mason, Organizational Behavior and Strategy
Mitch Mumma, Management
Patrick Oglesby, Organizational Behavior and Strategy
Shelby Pohlman, MAC Program
William Powell, Kenan Institute of Private Enterprise
Edward G. Pringle, Consulting, Management, Service Industry
Maria Elena Rodriguez, Kenan Institute of Private Enterprise
Cynthia Setzer, Management
William Shulby, Marketing
Andrew Silton, EMBA Program
Kelley Stephens, MAC Program
Todd J. Weber, Management
Jack N. Behrman
R. Lee Brummet
Dewitt Clinton Dearborn
Robert DesJardins
G. David Hughes
Thomas H. Jerdee
Jay Edward Klompmaker
Clifton Holland Kreps Jr.
Hans E. Krusa
Harold Q. Langenderfer
J. Finley Lee
Richard Levin
Richard Wolcott McEnally
Dannie Joseph Moffie
Isaac Newton Reynolds
Dennis A. Rondinelli
Aleda V. Roth
William S. Stewart
Junius H. Terrell
Rollie Tillman
The Kenan-Flagler Business School offers programs of graduate study leading to the degrees of master of business administration, master of accounting, and doctor of philosophy. The school is committed to providing cutting-edge, real-world business education and research. Known for its collegial, intimate environment and selective, diverse admissions, the school prepares tomorrow's leaders in business and industry.
The school pioneered the team approach to learning more than a quarter century ago and has more recently added cross-functional, entrepreneurial, and global priorities to its curriculum.
Kenan-Flagler is recognized for world-class teaching. The faculty consistently has been nationally ranked for teaching excellence, availability, and responsiveness to students and emphasis on relevant, applied research and case development. Through these efforts, the faculty constantly strive to give students great opportunities for learning.
In fall 1997, the Kenan-Flagler Business School moved to its new state-of-the-art facility located on South Campus. Building features include eighteen classrooms with multimedia capabilities, a 456-seat auditorium, and a 250-plus seat multipurpose dining pavilion and activity space.
The world-class McColl Building is a hub of learning, teaching, and research. Each classroom, office, and study room is designed for maximum use and technological efficiency to support these activities. The building includes: an Asynchronous Transfer Mode (ATM) backbone network providing high-speed transmissions within the school and on the Internet; ports in many rooms that allow students to connect laptops from virtually anywhere in the building; a network operating at 100 megabits per second; a computer lab with state-of-the-art multimedia workstations; and network servers that provide students with online access to a number of CDs for company research and historical financial market data.
The Kenan-Flagler Business School's highly ranked master of business administration (MBA) program provides exceptional students the opportunity to develop outstanding functional and analytical skills and the vision of a general manager. The two-year program combines a first year of core courses designed to provide a general management background, technical and analytical expertise, and exposure to decision making in all functional areas of business. The second year provides the opportunity to concentrate in areas of student interest and faculty expertise.
Application forms and a brochure containing detailed information may be obtained by contacting the Kenan-Flagler Business School MBA Admissions Office, CB# 3490, McColl Building, The University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490; (919) 962-3236; mba_info@unc.edu , www.kenan-flagler.unc.edu/programs/mba.
The Kenan-Flagler Business School's master of accounting (MAC) program's unique approach to accounting and business education involves a challenging curriculum that integrates accounting with other business disciplines and emphasizes the application of accounting concepts to current business issues. The goal of the accounting and business courses is to create well-rounded business advisers who can compete in the international business world. Rather than specializing in specific areas of accounting, MAC students take a broad but balanced series of accounting courses that focus on skill development, problem solving, and decision making in business situations. The business core courses are designed specifically for MAC students to emphasize accounting and business consulting skills. The program develops students' communication and leadership skills, giving them a competitive advantage in today's tight job market and enhancing their ability to succeed in the accounting profession.
The MAC program is designed for candidates holding undergraduate degrees in liberal arts, sciences, business, and other nonaccounting disciplines. Candidates earn the MAC degree in twelve months of concentrated study. The application deadlines are August 1 (for UNC business majors only), December 1, and March 1. Because admission is competitive and some decisions are made on a rolling basis, applicants are encouraged to apply early.
Application forms and a brochure containing detailed information may be obtained by contacting the Kenan-Flagler Business School MAC Admissions Office, CB# 3490, McColl Building, The University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490; (919) 962-3186; mac_info@unc.edu , www.kenan-flagler.unc.edu/programs/mac.
The Executive MBA (EMBA) Program provides working professionals the opportunity to acquire the traditional MBA degree without interrupting their careers. Kenan-Flagler offers two attendance options for completing the Executive MBA degree program.
The EMBA Evening Program classes are held on Monday and Thursday evenings for twenty-four months. This program is best suited for professionals who live and work in the Triangle area and have careers that do not require frequent weekday travel.
The EMBA Weekend Program classes are held on alternate weekends (all day Friday and Saturday) for twenty months with two mandatory weeklong residencies for intensive course work. This program is best suited for professionals who travel extensively or who live too far from Chapel Hill to make attending evening classes feasible.
Application forms and a brochure containing detailed information about the program may be obtained by contacting the Executive MBA Program, Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, CB# 3490, McColl Building, Chapel Hill, NC 27599-3490; (800) 453-9515; emba@unc.edu , www.kenan-flagler.unc.edu/programs/emba.
The PhD program in business administration is designed for individuals who plan careers in research and teaching. A limited number of students are admitted each year, resulting in a high-quality learning environment that emphasizes rigor and personal attention. Although many students enter the program with an MBA, this degree is not a requirement for admission. However, an MBA from an accredited institution usually allows the student to waive some of the business fundamentals requirements. Prior to admission to the doctoral program, students are expected to have a knowledge of elementary calculus and basic computer skills. A foreign language is not required for graduation from the program. Research and teaching assistantships are available on a competitive basis.
The requirements for the PhD in business administration are:
Business Fundamentals. All PhD students are expected to possess or to acquire a basic knowledge of accounting, finance, marketing, organizational behavior, and production. This requirement involves a level of competence roughly equivalent to the MBA core courses on these topics. Most students entering with an MBA or similar degree meet this requirement without additional course work. Appropriate courses will be recommended for students who do not meet this requirement prior to beginning the program.
Economics. All PhD students are expected to possess or to acquire a knowledge of microeconomic and macroeconomic theory. The basic requirement is an MBA or graduate-level course on each topic. Once again, most students with an MBA meet this requirement without additional course work. However, individual areas within the Business School (e.g., finance) may require that students take specific courses after entering the program to meet this requirement. Appropriate courses will be recommended for students who do not meet this requirement prior to beginning the program.
Research Methods/Quantitative Methodologies. All PhD students are required to take five courses (fifteen hours) in Research Methods/Quantitative Methodologies. At least one course (three hours) must be a research methods course covering topics such as philosophy of science, research design, sample selection, etc. At least three of the courses (nine hours) must focus on quantitative methodologies such as statistics, operations research, econometrics, etc. The fifth course (three hours) may be a more specialized research methods course (e.g., survey research, lab experimentation) or another quantitative methodologies course.
Major Area of Concentration. All PhD students are required to declare a major area. The major area consists of six courses (eighteen hours). Students may concentrate in one of the following areas:
These courses may be a combination of required courses offered within the major area, required courses offered outside of the major area, or approved elective courses.
Supporting Area. All PhD students are required to declare a supporting area. The supporting area consists of four courses (twelve hours). The supporting area allows the student to develop a strong expertise in an area related to the student's research and teaching interests. These courses are usually drawn from a single area within the Business School or from a specific outside department, but a student may assemble four courses from more than one area if the courses represent a coherent package.
Research Paper. During the summer and fall following the first year, all PhD students are required to complete a research paper. The paper must be evaluated and approved by the student's faculty. The primary purpose of this paper is to provide the student with important research experience and to develop research and writing skills. Most of these papers are later presented at professional meetings and many lead to publication. Some papers develop into dissertations.
Comprehensive Examination. All PhD students must pass a written comprehensive examination on the student's major area of concentration and relevant material from the other requirements. Students usually take this examination after completing course work, typically at the end of the second year. Some areas may require an oral examination after completion of the written examination.
Dissertation. All PhD students are required to complete a dissertation prior to graduation from the program. The dissertation is a thorough theoretical and empirical investigation of a specific problem important to the student's major area. The dissertation's value is in its contribution to knowledge, in the scholarly manner in which it is organized and presented, and in the demonstrated development of the student's conceptual and research skills. Before substantial work on the dissertation is undertaken, a written dissertation proposal must be presented and approved by the student's dissertation committee. In most cases, the dissertation proposal is completed during the student's third year in residence and the dissertation is completed during the fourth year.
Teaching and Research. All students are required to serve as a teaching assistant for at least one semester and as a research assistant for at least one semester. Students are also required to work with faculty prior to that semester on the development of their teaching skills.
Available to doctoral students in business administration are a number of assistantships, each with a value of $16,900 for the academic year. The school provides summer assistantships for doctoral students who receive awards from the University or the school during the academic year. These assistantships carry stipends of $3,100 for the summer. Once a doctoral student is awarded financial aid, the school generally provides support for eight semesters if the student is making satisfactory academic progress.
808 [308] APPLIED RESEARCH METHODS I (3). Addresses fundamentals of empirical social science research. Topics include framing a research question, comparing research designs, instrumentation, reliability, validity, and exploratory and confirmatory factor analysis. Emphasizes application and analysis. Edwards.
809 [309] APPLIED RESEARCH METHODS II (3). Continuation of BUSI 808. Topics include statistical control, categorical variables, interaction, curvilinear and similarity effects, longitudinal analysis, path analysis, structural equation modeling, and publication. Emphasizes application and analysis. Edwards.
830 [330] THEORY OF OPERATIONS MANAGEMENT I (3). Prerequisite, permission of the instructor. Rigorous study of traditional and modern issues, problems, and approaches in operations management. Fall and spring. Staff.
831 [331] THEORY OF OPERATIONS MANAGEMENT II (3). Prerequisite, BUSI 830 or equivalent. A continuation of BUSI 830. Fall and spring. Staff.
832 [332] THEORY OF OPERATIONS MANAGEMENT III (3). Prerequisite, BUSI 830 or equivalent. A continuation of BUSI 330. Fall and spring. Staff.
837 [337] ADVANCED TOPICS IN OPERATIONS MANAGEMENT (3). Prerequisite, permission of the instructor. Intensive study of a specific area in operations management. Spring. Staff.
838 [338] SEMINAR IN OPERATIONS MANAGEMENT (3). Prerequisite, permission of the instructor. Intensive study of a specific area in operations management. Spring. Staff.
851 [351] INDIVIDUAL BEHAVIOR IN ORGANIZATIONS (3). Analysis of individual behavior, adjustment, and effectiveness. Examination of attitudes, stress, problem solving, decision making, motivation, and personality. Applications to management of human resources. Fall. Hofmann.
852 [352] INTERPERSONAL AND INTERGROUP BEHAVIOR IN BUSINESS ORGANIZATIONS (3). Intensive critical examination of interpersonal and intergroup behavior, including decision processes, communication, conflict, and conflict resolution in large organizations. Spring. Staff.
853 [353] MACRO ORGANIZATIONAL BEHAVIOR (3). Prerequisite, graduate standing in business administration. Intensive study of theory and research in organizational structure, coordinating and control mechanisms, design parameters, and environments. Spring. Blackburn.
854 [354] ORGANIZATIONAL DESIGN AND DEVELOPMENT (3). The development of understanding and skills in changing and evolving organizational design, interpersonal relationships, and people to achieve organizational goals. Spring. Staff.
856 [356] SEMINAR IN ORGANIZATIONAL BEHAVIOR (3). Prerequisite, permission of the instructor. Intensive study of important current theory and research in organizational behavior. Fall. Staff.
857 [357] SEMINAR IN HUMAN RESOURCE MANAGEMENT (3). Review the research literature on how firms are made more effective through their people. Coverage includes topics like recruitment, hiring, compensation, socialization, culture, and performance management. Fall. Cable.
860 [360] SEMINAR IN MARKETING I (3). Prerequisite, permission of the instructor. Overview of current paradigms and research in marketing. Topics include philosophy of science, differing views of what marketing is, strengths and weaknesses of various research approaches, and career socialization issues. Fall. Lurie.
861 [361] SEMINAR IN MARKETING II (3). Prerequisite, BUSI 860. Intensive study of the empirical and analytical literature involving problems in pricing, product development and management, advertising and promotion, distribution, and strategy. Staff.
865 [365] SEMINAR IN CURRENT MARKETING TOPICS (1). Prerequisite, permission of the instructor. Advanced research in marketing. A seminar to discuss current research of doctoral candidates, faculty, and invited guests. Fall and spring. Staff.
867 [367] ISSUES IN THE DESIGN AND ANALYSIS OF RESEARCH IN MARKETING (3). Prerequisite, graduate standing in business administration. A review of major issues in marketing, including philosophy of science, measurement, and experimental and quasi-experimental design. Fall. Staff.
868 [368] SEMINAR IN MARKETING RESEARCH METHODOLOGY (3). Prerequisite, permission of the instructor. An introduction to multivariate data analysis methods including factor analysis, cluster analysis, logic, discriminant analysis, and multidimensional scaling. Spring. Staff.
875 [386] SEMINAR IN PORTFOLIO MANAGEMENT (ECON 875) (3). Prerequisite, permission of the instructor. Theoretical asset pricing: continuous time finance, option pricing, and term structure models. Spring. Staff.
876 [376] SEMINAR IN RESEARCH IN ACCOUNTING (1). Prerequisite, permission of the instructor. An informal seminar to discuss current research in accounting. Fall and spring. Staff.
880 [380] FINANCIAL ECONOMICS (3). Prerequisite, permission of the instructor. Introduction to the theories of asset pricing. Fall. Staff.
881 [381] CORPORATE FINANCE (3). Prerequisites, BUSI 880 or equivalent and permission of the instructor. Introduction to corporate finance theory. Spring. Goldman.
882 [382] EMPIRICAL CORPORATE FINANCE (3). Prerequisite, permission of the instructor. An introduction to the empirical corporate finance literature. Spring. Kahl.
885 [385] SEMINAR IN RESEARCH IN FINANCE (0 to 1). Prerequisite, permission of the instructor. Advanced research in business finance and investment. An informal seminar to discuss current research of doctoral candidates, faculty, and others. Fall and spring. Staff.
887 [387] QUANTITATIVE METHODS IN FINANCE (3). Prerequisite, permission of the instructor. Review of information generating and optimizing models and their applicability to decision making in finance. Spring. Staff.
888 [388] SEMINAR IN FINANCIAL MARKETS (3). Prerequisite, permission of the instructor. Advanced methods in finance. Spring. Staff.
890 [390] STRATEGIC MANAGEMENT OVERVIEW (3). A seminar to provide a broad and current understanding of strategic management. Exposure to the entire field is emphasized. Fall. Staff.
891 [391] STRATEGIC FORMULATION (3). Prerequisite, BUSI 890. This seminar emphasizes both process and content issues to provide students with an in-depth understanding of strategy formulation topics. Spring. Bettis.
892 [392] STRATEGY IMPLEMENTATION (3). Prerequisites, BUSI 890 and 891. This seminar focuses on strategy implementation, with particular emphasis devoted to the process, systems, and structures required for effective implementation. Spring. Staff.
899 [399] SEMINAR (3). Prerequisite, permission of the instructor. Individual research in a special field under direction of a member of the department. Fall and spring. Staff.
994 [394] DOCTORAL DISSERTATION (3 or more). Fall and spring. Staff.