on the way to the sesquicentennial
“genuine pleasure.” One student said, “I thought it was a piece of
junk left over from the construction.” But Marvin Coats, a sculptor
on the art faculty, thought that “the subtle visual illusions it creates
are beautiful and always changing.” And Associate Professor of
Art Margaret Supplee Smith said that “it works off the building
and is complementary in its fine modern lines.” Professor Charles
Allen admitted to being “neutral… I can live with it, but it’s not
what I would have chosen.” In his remarks for publication Presi-
dent Scales also said, “I’m going to live with it.” Privately, he was
not happy with it, and, some time later when the Maki sculpture
was listed as among the important achievements of his administra-
tion, he greeted that observation with surprise and with more than
a little ironic amusement.
Ever since 1968, when what became the “Babcock Graduate
School of Management” was first envisioned, the design of all busi-
ness programs at Wake Forest, undergraduate and graduate, had
been debated, sometimes with anger and
almost always with passion. Now, finally, a
resolution of the issue occurred. The Trustees
approved the administration’s proposal that
the undergraduate “School of Business and
Accountancy” be reconstituted, separate from
the Babcock School, and that it have its own
dean and supporting staff. Thomas C. Taylor,
Associate Professor of Accountancy (B.S., M.A.,
University of North Carolina at Chapel Hill;
Ph.D., Louisiana State), who had been on the
faculty since 1971, was appointed dean. Not
everyone in either school was satisfied with the
new organization, but Taylor was, by training
and temperament, qualified for the difficult
assignment he was given, and he proved, in the
years that followed, to be selfless and fair in the decisions he was
called upon to make, and he showed academic wisdom in steering
the “School” toward increasing strength in its various endeavors.
As he pointed out, the changes now occurring were structural
rather than philosophical, and the main immediate problem was
to proceed toward accreditation, a goal that he hoped to reach
within the next three years.
Tom Taylor
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