Getting Down to Business

Getting Down to Business: A History of Business Education at Queen's, 1889-1999

Mervin Daub
P. Bruce Buchan
Copyright Date: 1999
Pages: 152
https://www.jstor.org/stable/j.ctt814jw
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  • Book Info
    Getting Down to Business
    Book Description:

    In Getting Down to Business Mervin Daub and Bruce Buchan trace the origins of this institution to the present day. In its first eighty years the School has grown and changed, greatly expanding the range of programs it offers to a dramatically increased number of undergraduates and graduates. A series of programs for executives and a productive and research-oriented faculty also demonstrate the growth and dynamic achievements of the School. This success is even more remarkable when it is recognized that it took place far from the commercial centres of Canada and the United States.

    eISBN: 978-0-7735-6818-1
    Subjects: Business

Table of Contents

  1. Front Matter
    (pp. i-vi)
  2. Table of Contents
    (pp. vii-vii)
  3. FIGURES
    (pp. viii-viii)
  4. TABLES
    (pp. ix-ix)
  5. ILLUSTRATIONS
    (pp. x-x)
  6. PREFACE
    (pp. xi-2)
    M. Daub and P. Bruce Buchan
  7. ANTECEDENTS 1889-1919
    (pp. 3-12)

    The ultimate origins of the study of “business” or “commerce” are impossible to determine. Certainly there are very early references from the Classical period, not the least of which can be found in Plato’sRepublic(and in Aristotle’s writings, to give another example), and both the Roman and Medieval eras are replete with various well known commentaries on the subject. As we shall see, reference to ancient philosophical sources is not inappropriate: at Queen’s business studies grew out of the study of political economy, which grew out of the study of moral and political philosophy.

    But more directly relevant to...

  8. AN EARLY PIONEER: THE B.COM 1919-1937
    (pp. 13-28)

    Around the turn of the century, the idea that business studies were becoming an acceptable pursuit at the university level was not limited to the United States or the continent. As early as 1901, “in response to requests by the Canadian Manufacturers Association and Toronto Board of Trade, the University of Toronto [had] established a ‘Course in Commerce’ which was a two-year program leading to a diploma.” The curriculum, which included courses in Modern Industrial History and Banking, for example, was deliberately designed to distinguish it from private technical/business college curriculums, which were felt to be too practical or narrow,...

  9. INTERMEDIATE STAGES 1937-1963
    (pp. 29-44)

    Although enrolments in the B.Com program and the Banking and Chartered Accountant extension courses held up well throughout the Depression, the university as a whole began to suffer serious financial difficulties as the crisis deepened in the thirties. W.E. McNeil, the treasurer, was notoriously abstemious but even so the university was constantly on the lookout for new sources of funds to help support its programs. This became the particular focus, for example, of the new principal (R. Wallace) when he took over from W. Fyfe in the fall of 1936.

    One such fund-raising initiative came from W.A. Mackintosh in the...

  10. THE EXPANSIONARY YEARS 1963-1978
    (pp. 45-65)

    As noted in chapter 3, at the May 1963 meeting of the Board of Trustees the School of Business finally became de jure what for sometime it had been de facto, namely a separate faculty with its own dean reporting directly to the principal.¹ As principal, J.A. Corry explained the move to the Board as consistent with a “program of decentralization of administration which had been commenced some years ago.” But the appendix to the Senate’s report to the Board supporting the recommendation was more to the point. It spoke of the increasingly complex nature of the School’s activities that...

  11. THE GORDON ERA 1978-1988
    (pp. 66-76)

    The arrival of J.R.M. (John) Gordon to the deanship marked a noticeable shift in the philosophy and emphasis of the School. In part this was a deliberate choice, in part an inevitable consequence of that seemingly endless alternation between an emphasis on the theoretical versus an emphasis on the applied from which all “professional” faculties suffer (if suffer is the right word). Gordon was the clear favorite of the business community and those applied, or professionally oriented, faculty who believed that under Hand the School had become too theoretical, thereby losing touch with the aims and interests of its basic...

  12. NEW BEGINNINGS 1988-1995
    (pp. 77-89)

    The appointment of Gordon’s successor, D.L. (David) Anderson, as Dean was noteworthy in several respects.¹ Anderson was an “outsider” (to the School but not the university - he was running the Centre for Resource Studies (CRS) at Queen’s at the time of his appointment), the first such person to be so chosen in the history of business studies at Queen’s. Secondly, he was a health and resource economist with a Ph.D from Queen’s in Economics dating from the mid 1970s rather than coming from a traditional area of business studies such as accounting (L.G. Macpherson), marketing (R.J. Hand), or production...

  13. CONCLUSIONS
    (pp. 90-106)

    It took the university some time to settle on a successor to Anderson. But when she arrived, M.E. (Margot) Northey set several precedents of her own. Most noticeably, of course, was the fact that she was the first female dean in the School’s history. Secondly, her original degrees had been in English, with her later work specializing in business communications (she had been a member of the Department of English at the University of Toronto before moving on to the Business School at the University of Western Ontario, which she left to take up the deanship at Queen’s). While of...

  14. APPENDIX A ROSTER OF BUSINESS-RELATED PROFESSORS
    (pp. 109-118)
  15. APPENDIX B SOME SELECTED AWARD WINNERS
    (pp. 119-120)
  16. BIBLIOGRAPHY
    (pp. 121-122)
  17. INDEX
    (pp. 123-129)