- Professor
- Associate Professor
- Arel, Barbara Ph.D.
- Bonifield, Carolyn M Ph.D.
- Cats-Baril, William L. Ph.D.
- Dempsey, Stephen J. Ph.D.
- Hughes, Susan B. Ph.D.
- Jones, David A. Ph.D.
- Lucas, Marilyn T. Ph.D.
- Novak, David Ph.D.
- Parke, E. Lauck Ph.D.
- Tomas III, Michael J. Ph.D.
- Vanden Bergh, Richard G. Ph.D.
- Zhang, Chun Ph.D.
- Assistant Professor
- Lecturer/Sr Lecturer
- Lecturer (Part Time)
- Faculty Emeritus
- Averyt, William F. Ph.D.
- Battelle, Peter E. M.B.A.
- Brandenburg, Richard G. Ph.D.
- Gatti, James F. Ph.D.
- Gurdon, Michael A. Ph.D.
- Jesse, Richard R. Ph.D.
- Kraushaar, James M. Ph.D.
- Laber, Gene Ph.D.
- Savitt, Ronald Ph.D.
- Severance, Malcolm Ph.D.
- Shirland, Larry E. Ph.D.
- Tashman, Len J. Ph.D.
Frederic Meier, MPA Part Time Lecturer I
Contact Information
Office: none listed
Phone: 802-496-3955
E-Mail: frederic.meier@uvm.edu
Frederic (Deri) Meier teaches the senior capstone course (Strategy and Competition) and a seminar on Negotiation.
From 1991 - 1993, Deri was Deputy Secretary of Administration with responsibility for coordinating internal operations of government including contracts, information management and restructurings. He acted on behalf of the Secretary on which range of issues chiefly focused on operations and internal management.
Prior to his affiliation with State government, Deri spent twenty-four years with Mobil Oil Corporation, half of which was in the Mid-East Division. He was on loan to ADCO in Abu Dhabi from 1979 to 1982, where he held the position of Assistant General Manager for Administration with overall responsibility for all the non-technical areas such as finance, personnel, contracts, and services. Before joining ADCO, he had been the Assistant Finance Manager for the Iranian Consortium from 1977 to 1979 in Ahwaz, Iran.
Deri's earlier experience with Mobil was in domestic marketing and finance, where he headed Mobil Marketing's Financial Analysis Unit, which was responsible for the preparation and review of all marketing proposals, which went to Mobil's Board. From 1967 to 1973, he had been involved in the development and testing of self-service/convenience goods marketing of gasoline, an innovation, which transformed the way gasoline, was sold in the U. S. He concluded a nine-year term as President of the Board of the Vermont Center for Geographical Information and has been a trustee of Mad River Glen Cooperative since its inception serving two terms as President.
Deri has a Masters in Public Administration and a Masters in Business Administration from Harvard and an undergraduate degree from Yale University.
Publication History
Written Case with Instructional Material
- Meier, F. J. - "No New Taxes"
- School of Business Administration
- 2006
[Show/Hide Abstract]
Abstract: General Situation: It is December 1988 just after the elections where George Bush defeated the Democratic candidate, Michael Dukakis in a campaign marred by charges of racism (Willie Horton Ads), unfair tactics (Dukakis's patriotism) and misleading statements ("No new taxes. Read my lips"). The no new taxes pledge by Bush was particularly significant, for the Democrats felt he wasn't being honest with the American people. Their candidate had said some increases were inevitable and in light of the budget and economic situation most outside observers felt a tax increase was necessary if any progress was to be made on the deficit.
The Reagan economic policy of increased military spending, tax cuts and minimal domestic spending restraints had left the country with ever increasing budget deficits of 3% of GDP with projections as high as 5%, well above any peace time experience. The inflationary impact of this policy was being controlled by tight monetary policy. Allan Greenspan of the Federal Reserve held monetary growth low and there had been warning signs (1987 stock market crash, weakening dollar) along with a slowing economic growth and fears of a recession. Lurking in the background was an estimated cost of $500 billion to clean-up the S & L mess which was four to five times the estimated budget deficit.
Federal Budget policy was dictated by the Gramm-Rudman-Hollings law which mandated a schedule of decreasing budget deficits over a five year period. GRH targets had been met (or revised) primarily by using rosy economic assumptions which both parties accepted rather than face up to difficult decisions. If the targets were not met, the law called for mandatory cuts (sequesters) which would severely impact Defense (a key Republican interest) and domestic spending (a key Democratic interest). Sequestration was a painful alternative that both parties hoped to avoid. There is great pressure to reach a deal.
Bush's no new taxes pledge complicated the situation both economically and politically. Without tax increases, the budget would have to be balanced solely by spending cuts. With military a Republican priority and interest non controllable, the only areas were domestic discretionary spending (education, environment, transportation, etc.) and entitlements (medicare, social security, veterans benefits, farm supports). Entitlements, however, can only be changed by affirmative action of Congress. They are not subject to annual approval and therefore Presidential veto. The Congress was democratic and not inclined to touch programs they historically favored and were political dynamite.
Bush's solution in the campaign was a "flexible freeze" which meant that the major categories, defense, domestic, entitlements could grow only as fast as inflation (constant dollar freeze). Given that growth was greater than inflation, theoretically this could work. However, entitlements were growing much faster than the economy so they must be controlled/reformed if there was any chance for Bush's plan to work. Further complicating the situation was Bush's campaign promise to cut the capital gains rate, generally an economically sound idea but carrying the political stigma of helping the rich while Grandma's social security was being cut.
Prodded by fears of mandatory GRH cuts and a genuine concern for the economy, both sides needed each other but to what degree? Some Democrats felt that Bush should have to live with his no new taxes pledge and unilaterally in his budget proposal recommend entitlement cuts. Republicans obviously were looking for "cover" and a bi-partisan way out.
Overlaying these tactics was a sense of the national interest. A recession precipitated by high interest rates in the absence of a budget deal was in few people's interest.
PLAYERS AND THEIR PERSONALITIES/PUBLIC PERCEPTIONS...
(Contact author for more information and scorable negotiation exercise.)
- Meier, F. J. - "Suite of six caselettes on ethics as part of BSAD-40 curriculum"
- School of Business Administration
- 2005
[Show/Hide Abstract]
Abstract: Six short 3-4 page cases designed to stimulate students thinking on topical ethical issues. Subjects are chosen to relate to students personal concerns (downloading music from internet, doping in sports) and larger historical ethical situations (Ford Pinto, FDR's deception before WWII). Cases include instructor's notes and a series of questions for written paper assignments and grading matrix. Contact author for materials.
Newspaper
- Meier, F. J. - "Ethics Case Competition "
- Burlington Free Press
- 2004
