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Peter Madsen takes the admonition to turn lemons into lemonade quite seriously. In grad school Madsen, now a Marriott School organizational leadership and strategy professor, became fascinated with how organizations learn from catastrophes. “Most of my research focuses on how they deal with and try to prevent rare, bad events,” says Madsen, who earned his PhD at the University of California, Berkeley. “Whether mistakes happen internally or externally, companies can glean information that allows them to reduce their chances of being involved in accidents.”
Class begins with everyone looking intently at the same spreadsheet on their laptops. Today’s task: learning how to calculate financial ratios like debt-to-equity, asset turnover, and net profit margin—with the click of a button.
Growing up in Central Florida, Erik Jacobsen pretty much knew he wanted to be a cowboy by the time he was twelve or thirteen years old.
There are ninety-five beautiful and bright days this year to revel in the pleasures of summer.
How the Marriott School Is Helping Students Land Jobs and Internships
With a smartphone, you’ve got the whole world in your pocket. And with more than half a million apps in the iTunes store and more than 300,000 available for Android phones, wading through the options can be daunting.
During the Clinton administration, Stephen R. Covey heard several family members criticizing the president’s policies.
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
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.