Skip to main content

Magazine Search

17 results found
Fall 2002 Summer 2016 Winter 2019
Doing good even better is a tall order, but it’s one that BYU Marriott’s MSB 375 course, Social Innovation: Do Good Better, has successfully taken on.
Dean Brigitte C. Madrian often stands in the hallway leading to her new digs on the seventh floor of the Tanner Building and observes the atrium below.
It’s been called the Information Age, the Computer Age, and the Digital Age, but whatever the name, the last few decades have brought a whirlwind of change. Computers combined with the internet and technology offer unprecedented access to the world.
By the time a new smartphone lands in your hands, it has likely completed a journey around the globe that would make even the most well-traveled passports look skimpy.
Paris Fashion Week isn’t really Michael Hansen’s scene. He’s a sports-arena guy, feeling more in his element at a Final Four basketball game or a French Open tennis match.
Have you ever found yourself suiting up for the office but wishing you could stay home to finish a report in your pajamas instead? You might be in luck. By some estimates, telecommuting has increased by 80 percent over the past decade.
You’re scrolling through Facebook, and a video catches your eye. A man is riding a horse on a beach and telling you he is the man your man could smell like.
As hand-cut steaks sizzle on the grill, Trevor Mecham is up to his elbows in a pile of sweet potato fries. In the oven a sheet of enormous cinnamon rolls–each roughly the size of a dinner plate–awaits a schmear of sugary-sweet frosting.
Marriott School students don’t stop with their diplomas; they continue on to masterful feats—reaching top leadership roles, starting successful businesses, and, in the case of a select few, penning acclaimed page-turners.
You have probably heard the saying, “Knowledge is power.” I want to make a case for ignorance—not the lack of education or stupidity, but simply the lack of certainty.
Looking at the proliferation of business school rankings may make you feel like you’re staring down an IRS tax form. They’re complex, constantly changing, and often confusing. In fact, there are now more major business school rankings than major accounting firms. So why are there so many different rankings? What is the school ranked and why? Administrators and faculty are often asked these questions. The problem is, the answers are not simple and are rarely consistent over time. Nonetheless, examining the fine print and contrasting the perspectives of some of the most prominent rankings provides some answers and valuable insights. 
Today’s graduates enter the workforce in the midst of a tremendous famine—not a famine of bread and water—but a famine of time for what makes life worth living. The realities of a global 
An employee who underperforms usually belongs to either the “can do/won’t do” or the “will do/can’t do” category. Those who can but won’t have motivation problems and those who will but can’t have performance problems associated with lack of skills.