With the savings and loan crisis of the 1980s and the much more recent corporate scandals at MBA-laden companies, business schools have been scratching their heads about how, exactly, to fortify their ethics curricula. And with the information technology revolution radically revamping management practices, the top-ranked schools have likewise struggled with whether to require IT in the core. Then there’s the question of how to strike a better balance between the traditional number-crunching management science courses like accounting, finance, and operations management and the often-neglected soft skills like leadership and negotiations, which can make or break executives in the real world.

This music score was submitted for the Kaleidoscope 2020 Call for Scores, an open access collaboration with the UCLA Music Library.

Macroeconomics has profound strategic and tactical implications for CEO decision making, yet many top-ranked business schools do not offer this subject in its appropriately integrative and applied management context. I illustrate how the careful cultivation of "macroeconomic literacy" in the MBA classroom using four innovative instructional strategies can improve CEO decision making across all functional areas of the firm while helping to meet important AACSB learning goals, including curriculum integration, application of interactive teaching strategies, soft skills enhancement, and promoting a global perspective. © Academy of Management Learning & Education, 2006.

Unilateral hypoxic ischemia via common carotid artery infusion was not achieved. Despite evidence of hippocampal necrosis as indicated by Fluoro-Jade immunohistochemistry, animals displayed no qualitative neurological deficits. It is likely that intra-ischemic systemic and intracranial hypothermia created a neuroprotective environment during infusion. Further studies will necessitate sufficient temperature control based on intracranial temperatures.