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The return on wellness programs is worth the investment, but organizations still have a hard time getting people fully engaged. New BYU Marriott research digs into which incentives are tied to the best wellness outcomes.
The blow-by-blow on how to promote peace in the workplace and negotiate through conflict.
Between scrolling through social media and searching on the web, we are bombarded with video ads every day.
Of the approximately one thousand cars, trucks, and SUVs on display at last year’s Los Angeles Auto Show, not one car featured the distinctive blue and silver logo of the Swedish automaker Volvo. Instead, visitors to the Volvo booth found a curiously empty stage, a banner that read, “Don’t buy our cars,” and a warm invitation to explore the company’s new subscription service, Care by Volvo.
In the next few months, workplaces across the country will celebrate some of the best-known holidays in North America, including Thanksgiving and Christmas.
Walking timidly into the Tanner Building for her first class of her freshman year, Melissa Trautman didn’t know what to expect from the class or from her future BYU experience. She hoped the course title, Creating a Good Life, would come to literal fruition, but she had no idea the significant impact the class would have on her life.
BYU is a special place. I go to a lot of universities, and there is nowhere else like this. I grew up here on this campus. My father was part of the BYU Marriott faculty for thirty years. There isn’t one part of the Tanner Building that doesn’t have a Smith mark on it somewhere.
Michelle Rhodes had been a widow for about eighteen months when she joined a Facebook group for Latter-day Saint widows and widowers that several people had suggested she join.
Anytime the topic of new product innovation is raised, it’s guaranteed that someone inevitably will bring up . . . Apple’s iPod.
Can you put a price on company culture? That’s the question Steve Marriott, executive vice president of culture at Marriott International, asked a group of Marriott School students. Specifically, he wanted to know if Marriott’s “spirit to serve associates, customers, and communities” added to the company’s economic value.
The steel is up, the floors are being poured, and despite several snowstorms, the Tanner Building Addition is on schedule for completion next fall.
On 23 December 1999 there was a poor man in Kansas City looking for some warm winter clothing in a Salvation Army thrift shop. He had seventy-five cents in his pocket. Suddenly someone approached him from behind and said, “Excuse me.”
The tour begins with a Superman print by pop artist Andy Warhol. Next comes a painting by Jasper Johns. Then, a splashy, thirty-eight-foot mural by abstract expressionist Sam Francis.
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