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Lawrence Fouraker succeeds Bertrand Fox as Director of Division of Research

Bertrand Fox steps down as Director of Division of Research; is succeeded by Lawrence Fouraker

Dean Fouraker appointed

Economist and HBS Professor Lawrence E. Fouraker is named the School's 6th dean.

Fouraker calls for a "consistent policy" with regard to Europe

Fouraker calls for a "consistent policy" with regard to Europe, which asks for much assistance, but doesn't need the traditional HBS approach of "institution-building"

Fouraker cautions against relying on "soft money"

Fouraker cautions that academic enterprises (including HBS) match "very soft resources against very firm . . . expenses"

Fouraker defines goal of HBS

Fouraker writes that goal of HBS is "to produce general managers willing accept responsibilities defined in broad terms of technical competence and social conscience"

Fouraker disavows "School solutions" for society's problems

Fouraker disavows "School solutions" for society's problems, but lauds HBS's ability to prepare students to manange such problems

Fouraker writes that "the rate of growth [at HBS] of the past decade cannot, and should not, be extended into the first part of the 1970s"

Fouraker writes that "the rate of growth [at HBS] of the past decade cannot, and should not, be extended into the first part of the 1970s"

Fouraker writes that short programs are being "pruned" due to their lack of "educational impact"

Fouraker writes that short programs are being "pruned" due to their lack of "educational impact"

Fouraker announces intention to "arrest" the growth of the HBS faculty

Fouraker announces intention to "arrest" the growth of the HBS faculty

Fouraker begins multi-year effort to reduce the number of "short private programs" on campus

Fouraker (with the help of Colyer Crum) begins multi-year effort to reduce the number of "short private programs" on campus, to be replaced by School-sponsored programs

Terry Bloomsburgh Story VIDEO: 11 minutes

Story regarding her experience attending HBS in the 1970s, when women on campus were few but the population was diverse. These independent women did not often "coalesce." She discusses a case study based upon her government employment, her years as a stay-at-home mother, and her return to work at a time when most of her classmates are retiring.

Full-time staff (including faculty) has been reduced from 631 to 598 since 1971

Full-time staff (including faculty) has been reduced from 631 to 598 since 1971; Fouraker applauds dedication of HBS community to its mission

Fouraker reports a "trend toward finance and commercial banking" among graduating students

Fouraker reports a "trend toward finance and commercial banking" among graduating students, due to economic uncertainties

Carol Peterson, Fouraker's adminstrative assistant, is murdered in her Cambridge apartment

Carol Peterson, Fouraker's adminstrative assistant, is murdered in her Cambridge apartment; she is later memoriaiized in "Peterson Park" between Morgan and Baker

Fouraker calls relatively small number of women (10) and minorities (15) on faculty "discouraging"

Fouraker calls relatively small number of women (10) and minorities (15) on faculty "discouraging"

Fouraker notes that he has "decentralized the management of the School..."

Fouraker notes that he has "decentralized the management of the School to a greater extent than [his] predecessors," using a "matrix organization"

According to Fouraker, HBS's mission is "to increase the number of responsible general managers"

According to Fouraker, HBS's mission is "to increase the number of responsible general managers"

Fouraker describes 3 major research traditions at HBS

Fouraker describes 3 major research traditions at HBS: comparative descriptive work, human relations, and decision theory

Fouraker writes that HBS knows how to "design successful educational experiences for managers in a variety of different situations"

Fouraker writes that HBS knows how to "design successful educational experiences for managers in a variety of different situations -- it is almost a turnkey assignment by now."

HBS graduates are a "major entrepreneurial stream" in the U.S. economy

A study shows that 43.9% of the Class of '37 own their firms, while 15.8% of the Class of '67 own theirs; Fouraker concludes that HBS graduates are a "major entrepreneurial stream" in the U.S. economy

Gary Yarus Story VIDEO: RT: 04:48

Story regarding how his first year academic difficulties resulted in a mid-term report card of insufficient grades and how a frank meeting with Dean Lawrence Fouraker represented the critical crossroads on his journey to success at HBS and beyond. With virtually no pre-HBS business background, he was deeply affected by emotions of inadequacy and struggled in his first courses. Following all mid-term grades of "in danger of failing" with one exception, Dean Lawrence Fouraker summoned him to a candid examination of his academic performance and advised him to play to his strengths. This strategy carried him through graduation and, in tandem with the analytical expertise he acquired at HBS, he has prospered through a fruitful investment management career.

Fouraker, Bates (MBA '25), and Mockler (MBA '54) win Distinguished Service Awards

Lawrence Fouraker, George Bates (MBA '25), and Colman Mockler (MBA '54) win Distinguished Service Awards

Fouraker Professorship is established

Fouraker Professorship, honoring HBS Dean Lawrence Fouraker, is established; Paul Vatter is named first incumbent