Laurel / Baltimore / Washington / DC / Philadelphia / Nanjing / Bologna / New York City / /
Company
IBM / Bank of Maryland / Ernst & Young / Fannie Mae / Bank of America / Black & Decker / Northrop Grumman / Overseers / W.P. Carey & Co. / Applied Physics Laboratory / /
Country
Italy / Columbia / China / /
Facility
Applied Physics Laboratory / The Johns Hopkins University / Peabody Institute / Homewood Campus’ Education Building / Homewood campus / Johns Hopkins University / The Johns Hopkins Hospital / University Administration / /
Holiday
Labor Day / /
IndustryTerm
biotechnology / finance / real estate / real estate investment / medical services management / health care systems / campus-based scholarship applications / /
Organization
The Johns Hopkins University / Board of Overseers / W. P. Carey Foundation / Peabody Institute / Middle States Commission on Higher Education / Johns Hopkins University / Department of State / School of Medicine / Alumni Advisory Board / Paul H. Nitze School of Advanced International Studies / Corporate Advisory Board / School of Public Health / Johns Hopkins Hospital / federal government / University Administration / G.W.C.Whiting School of Engineering / Carey Business School / Real Estate Advisory Board / Leadership Development Program Advisory Board / The Johns Hopkins Carey Business School / World Wildlife Fund / National Aeronautics and Space Administration / Carey Business School Administration / School of Education / Krieger School of Arts and Sciences / Competitive Intelligence / School of Nursing / /
Person
James Carey / William Polk Carey / William Carey / Daniel Coit Gilman / Henry L. Gantt / / /
Position
trustee / Dean / first president / leader / chairman / uniquely humanistic and multidisciplinary model of business education and research / /
ProvinceOrState
Maryland / Pennsylvania / Montgomery County / Massachusetts / /
Academic Catalog 2010–2011 Table Of Contents Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .