exchange1997–98 ANNUAL REPORT

ALUMNI MAGAZINE

THE MARRIOTT

SCHOOL OF

MANAGEMENT

BRIGHAM YOUNG

UNIVERSITY

6

DEPARTMENTS

5 Financial Report

12 School News

18 Faculty News

23 In Brief

24 Alumni

Cover Illustration by Chris McAllister contents 1997–98 annual report

FEATURES

Strategic Priorities 2 “There is much to be done to keep us moving forward in a rapidly changing world.” —By Dean Ned C. Hill

Responsibility to Family, Business, and Humankind 6 “I would like to make a few suggestions that will help us as we develop ourselves and our families in understanding more fully this great ‘business adventure’ that is so critical to maintaining our foremost position in the world.” —By Jon Huntsman

FALL 1998 Ned C. Hill, Publisher Published by the Marriott School of Management, Brigham Young THE MARRIOTT Joseph D. Ogden, Managing Editor University, Provo, Utah. Copyright 1998 by Brigham Young University. J. Lee Simons, SCHOOL OF Editor All rights reserved. All communications should be sent to exchange, Byron Bronk, Copy Editor MANAGEMENT 490 Tanner Building, Brigham Young University, Provo, Utah 84602. Debbie Johnson, Art Director Telephone (801) 378-5083. E-mail at: [email protected] BRIGHAM Mark Philbrick, Photographer YOUNG Quinn Warnick, Assistant Editor The views expressed in exchange are those of the various authors and UNIVERSITY Catherine Scott, Assistant Editor not necessarily the Marriott School of Management.

1 exchange Fund Raising Initiatives Alumni Rela Physical Space Issues Faculty Faculty Recruiting and PRIORITIES Retention Improved Use of Tech Improve strategicSupport Services Consolidation of programs Increased student involvement Student field experiences Distance learning/executive education Consolidation of pro- Fund Raising Initiatives Alumni Relations Physical Space Issues Faculty Faculty Recruiting and Retention programs Improve Support Services Consolidation of programs Increased student involvement Student field experien Distance learning/executive educati Fund Raising Initiatives Alumni Relations and Physical Space Issues Fa Faculty Recruiting Retention Improve Support Se Consolidation of programs Distance learning/executive Fund Raisin 2 Alumni Relationsexchange an Improved Use of Tech dean’s report

In May, President Merrill J. Bateman invited Dean K. Fred Skousen to join his administration as advancement vice president. After nine years of outstanding leadership of the Marriott School, Fred was well prepared to take over fund raising, alumni relations, hosting, and intercollegiate athletics. In July, I was called upon to fill the large shoes left by Fred. I had spent the last two years 2. Alumni Relations We would like to provide more value- serving as President Bateman’s assistant, working on long-range added services to our alumni. Such services might include a planning and special projects. While I very much enjoyed my permanent e-mail address for keeping in touch with each other work in administration, I was excited about the challenges and the Marriott School, home pages more specifically designed awaiting me in my old home, the Marriott School. Having taught for getting information to alumni, and more and better-func- finance here since 1987, I had developed many lasting friend- tioning Management Society Chapters. We hope to draw upon ships among the faculty and staff. the good will of our alumni to assist us in finding and screening When I assumed my new duties on July 1, I was happy to find outstanding students for our programs, in providing field-study Fred and his associates, Gary Cornia and Kim Cameron, had experiences and internships, and in placing our graduates. We left the school in excellent shape. Financial matters, programs, are also looking for ways to integrate the work of the faculty, and facilities were well managed under their direction. Management Society Chapters and the Alumni Board. I was especially delighted to have two of the School’s strongest 3. Physical Space Issues To upgrade our placement and faculty members join me as associate deans. Steve Albrecht is an advisement activities (two top priorities), we may need more internationally known expert in accounting and fraud control. space. Current plans call for the business library in the Tanner He just finished his tenure as president of the American Building to move into the expanded Harold B. Lee Library (yes, Accounting Association, the nation’s largest accounting group. that large hole in the middle of campus). We hope the University He has served as director of the School of Accountancy and will allow us to keep the vacated space for placement, advise- Information Systems and had planned on resuming the quiet life ment, and student access to electronic databases. In addition, we of a professor before we changed his plans. Lee Perry is an out- may be expanding the Tanner Building to the north at some standing faculty member in the strategy area and headed that point in the not-too-distant future. Any expansion of space will group until he joined the dean’s office. He is well known for his have to be paid for from donated funds. Soon, we hope to change books on strategic planning and has spent a year advising the look of the Tanner Building atrium. We see this as a commu- Merck’s efforts in Central and Eastern Europe. The faculty and nity-building space where we can place umbrella tables and staff have received us well. There is a gratifying spirit of goodwill chairs, together with a salad/sandwich bar. The tables will be very 3 and cooperation in the Marriott School. useful for small group discussions and study areas. We spent much of August listening to status reports from 4. Faculty Recruiting and Retention Clearly, a bright the many programs, departments, and groups in the Marriott future for the Marriott School depends on our ability to attract School. We also heard from our benchmarking group consisting and keep top faculty. We have been promised several new faculty of several faculty, administrators, and students who visited eight slots from the University expansion effort. Our plan is to move of the top MBA programs in the country to see what they are faculty away from duties that can be handled by support staff. doing well and to learn how we might improve our own opera- This will permit faculty to focus their attention on teaching and tions. Based on this input, we spent a day reflecting on what our research. Faculty slots are very difficult to add, although with strategic priorities should be for the next while. Here are some of contributed funds we can more easily add staff to perform many our conclusions: administrative duties. We will continue to seek professorship and fellowship money to enable us to make competitive salary offers. 1. Fund Raising Initiatives External funding is the key to our 5. Improved Use of Technology We are undertaking a continued efforts to attract outstanding faculty and to provide the major upgrade of computers and networking facilities. We plan program support our students need. To be competitive with the top to wire every seat in the Tanner Building over the next few years. schools of management in the country, our endowment–especially We will soon have software packages available to assist instruc- unrestricted gifts–must double over the next five years. tors in making syllabi and other course materials available on

3 1 FALL 1998 need to succeed intheseefforts. we have we all anddedicated staff, outstandingfaculty, alumni, devoted well-prepared students, wonderful volunteer groups, With thehelpof where caninfluence they theworld for good. and place ourstudentsinkey positions able to ourmission, make more resources avail- improve ourinstruction, programs, our of to you to the visibility raise ourenthusiastic efforts We pledge Jesus Christ. and standards inherent inthegospelof We are deeplycommitted to theprinciples best itcanpossiblybe. energetically committed to School makingtheMarriott the very We are assured thisisacompletely committed dean’s office. You canbe world. changing inarapidly forward us moving electronic courses andprograms. how international universities work we with might inproviding We are working on aproposal forPresidentfuture. Bateman asto made available to studentsandthepublicinnot-too-distant a newpersonal/familyfinancialmanagementcourse thatmay be Continuing Educationcourses ontheInternet andhave plansfor our We have already offered several of this exciting field. theuniversity andtheChurch in otherareaswork of closelywith continue we will to role indistance educationisnotyet clear, our educationalneedsandtimeconstraints. usefulinhelpingusfindsuitableprojectscan bevery thatmeet Alumni canapplytheirunderstandingtothey real organizations. fieldexperience where for allourstudentsto have somekindof help with theseprocesses.help with we are developing ways to useourstudentsto and placement, advising, admissions, suchmore asrecruiting, alumniinefforts fourcourses onCD-ROM ortheInternet. of we hopeto offersomeportion In thefuture, thesemester. during to give studentfeedbackontheircourses instructors anytime later thissemester we shouldbeable In addition, BYU’s Intranet. o u tdns eriigfrs andotherstakeholders. recruiting firms, for ourstudents, inmore appropriately resources bring might to improve services anddetermine where we services thoroughly analyze oursupport We planto like placement services andalumnirelations. support pointed outtheextensive resources othertop schools dedicate to we candoto programs. buildcommunity inourundergraduate we are alsolookinginto things Meanwhile, tions inafewmonths. committee to study thematter andexpect theirrecommenda- We have anadhoc formed market inthisdirection. ismoving butwe feelthe more specializationthanwe have inthepast, To accomplish thiswe would somewhat permit MBA program. the within ourfive master’s degrees as “tracks” two ormore of consolidating we are investigating of thepossibility resources, andto avoid duplicationof andcompetitiveness, quality 10. syucnsefo hsls,there ismuch to bedoneto keep As you canseefrom thislist, .StudentFieldExperiences 9. IncreasedStudentInvolvement 8. ConsolidationofPrograms 7. ImprovedSupportServices 6. Distance Learning/ExecutiveEducation 5 We important thinkitisvery To improve overall program Our benchmarking visits 9 In additionto utilizing While our exchange 4 Pictured above:W. SteveAlbrecht, NedC.Hill,andLeeT. Perry the parentsoffoursonsandadaughter. the UniversityofUtah.Heandhiswife are chemistry fromCornell,andaBSin Financial ManagementAssociation. of Utah,andhehasbeenaregionaldirectorthe the InformationTechnology Commissionforthestate 70 professionalarticles.Forseveralyearsheservedon Commerce senior editorof commerce, andpersonalfinance.Heisfounder er onthesubjectsoftreasurymanagement,electronic elected himtheiroutstandingteacherseveraltimes. MBA studentsatbothBYUandIndianaUniversity finance professoronthefacultyofIndianaUniversity. Cornell University. Then,from1977to1987hewasa Outstanding Faculty Award in1992. Administration in1987andreceivedtheschool’s as theJoelC.Peterson Professor ofBusiness Management. HejoinedtheMarriottSchoolfaculty chaired theMarriottSchool’sDepartmentofBusiness assessment. Prior tojoiningtheadministration,he ment, distancelearning, informationsystems,and planning intheareasoffacilitiesandspacemanage- Bateman, assumingresponsibilityforstrategic he hasservedasanassistanttoPresident MerrillJ. N Hill holdsaPhDinfinancefromCornell,anMS He isawidelypublishedauthorandfrequentspeak- During 1976–77Hillwasanassistantprofessorat University since1987.Forthepasttwoyears, ed C.Hill and haswrittenfourbooksmorethan has beenapartofBrighamYoung EDI FORUM:TheJournalofElectronic DONATIONSinflow endowmentSCHOLARSHIPS DEFERRED GIFTS financialGIFTS/GRANTS report

Current Additional Proposed Funding Level Funding Required Level

ENDOWMENT

Dean’s Endowment $4,601,600 $5,398,400 $10,000,000

Centers and Institutes Entrepreneurship 3,417,500 4,582,500 8,000,000 International Management 3,703,000 3,297,000 7,000,000 Center for Study of Values 604,300 1,395,700 2,000,000 Institute of Marketing 2,442,000 1,558,000 4,000,000 Insurance, Risk Mgt., Fin. Services 1,041,600 1,958,400 3,000,000 Romney Institute 1,995,200 1,004,800 3,000,000

Centers and Institutes Subtotal 13,203,600 13,796,400 27,000,000

Other Existing Endowments Chairs 3,968,900 2,031,100 6,000,000 Professorships 5,697,500 1,302,500 7,000,000 Faculty Fellowships 486,600 513,400 1,000,000 Student Scholarships 9,294,800 2,705,200 12,000,000 Research/Other 2,874,400 125,600 3,000,000

Other Endowments Subtotal 22,322,200 6,677,800 29,000,000

T O T A L $40,127,400 $25,872,600 $66,000,000

1995-96 1996-97 1997-98

CURRENT OPERATIONS

Endowment Earnings $987,000 $1,180,600 $1,481,000 Interest and Other Revenue 310,300 674,700 568,800 Gifts/Grants—Working Capital 1,923,000 2,619,400 3,973,900

T O T A L $3,220,300 $4,474,701 $6,023,700

DEFERRED GIFTS

Trusts, Unitrusts, etc. $12,711,900 SUMMARY OF CASH INFLOW Marriott Gift 8,600,000

T O T A L $21,311,900

Gifts & Grants 20.1% MILLIONS DONATIONS $15

Endowment 7.5% $8.83 $10 $6.74 Interest & Other Rev. 2.9%

$5 $3.22 $2.37 $2.12 $2.62 $1.97 University Bugdet 69.5%

$0 1991-92 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98

5 FALL 1998 RESPONSIBILITY

6 exchange RESPONSIBILITY

TO family, business,& humankindBY JON HUNTSMAN

ILLUSTRATION BY CHRIS MCALLISTER have been asked to address some aspects of business that deal with family and humankind. I’d like to quote from two great Americans. The first is Thomas Jefferson. He made this statement: “I deem it the duty of every man to devote a certain portion of his income for charitable purposes, and that it is his further duty to see it so applied as to do the most good of which it is capable.” I’ve always had that particular expression on my desk to remind me that we not only have a duty, we have an obligation, irrespective of our levels of income, to be concerned with those around us, to be concerned about the humanitarian nature of life, and to apply as much as we’re able to the furthering of humankind and human souls. The second thought is by Andrew W. Melon, one of the great industrial pioneers in America who helped shape much of our economic frontier. He made this statement dealing with business: “If the spirit of business adventure is killed, this country will cease to hold the foremost position in the world.” The combination of

7 I SPRING 1998 of a New York Stock Exchange company, I agreed to sell him a 40 percent interest in our business at a fixed price. Over the next several months much delay occurred. During the process of that time, our contribution margins accelerated. The volume of our business activity quadrupled and our profits went up five-fold to the point that when it came time to sign the document, the value, instead of being $53 million, was $250 million. The chairman of the company said,“Jon, you have an important decision to make. You can either make a great deal of money from me since we have not signed anything, or you can go back to your original hand- shake.” Well, no matter who you are, or what amount of money you may possess, you always have to think, just for a minute, about what’s being said or what’s being asked. But without hesitation I WHAT DO WE OWE BACK TO SOCIETY? was proud and honored to step up WHAT IS IT WE NEED TO REPAY THAT and say, “Mr. Campan, I shook your hand. I made an agreement. The HAS PERMITTED US TO HAVE THIS price will be $53 million. That’s what we agreed to six months ago.” I must REMARKABLE OPPORTUNITY TO GO FORWARD? tell you that throughout the last 12 WELL, THIS IS WHERE THE FUN BEGINS. to 15 years there have been many times I have wondered, “What about W that $200 million?” That’s a fortune, business adventure on the one hand, and our duty, our obliga- that’s a mammoth fortune. I let it slip right away. And on the tions, our solemn purpose to help those in need on the other other hand I say, “My children are all in the business. They know hand, provide the basis for a few thoughts I would like to present their father; they understand an agreement. If it was for $53 to you today. million or just $53, the principle is still the same. A deal is a deal. All of us are members of a family. Maybe the family is one, A handshake is a handshake. Integrity is integrity.” Often, in maybe it is two, maybe it is three or more. Whatever may be the today’s world, we are of the opinion that whatever we can get is case, I would like to make a few suggestions that will help us as fair, and whatever we can squeeze out of somebody is okay and we develop ourselves and our families in understanding more ethical. Correct principles, taught in a family night setting, are as fully this great “business adventure” that is so critical to main- vital a part of family night and family activities as any aspect of taining our foremost position in the world. life we will ever encounter. Our Church has always preached and taught that we would be Throughout our marriage, Karen and I have held our family better served in our families if we could have a family night where nights on a very regular basis. It didn’t matter whether I was in some aspect of the gospel is presented, where we interact one with the White House, as I was for a couple of years; it didn’t matter another, and where we share stories that lift the human soul. May whether we were serving a mission, which we did for three years; I suggest that if a family night helps develop our spiritual roots, it mattered not if we were running global businesses; our family understanding, and love with one another, think of what calling nights were very important. A significant part of each family the family together would mean if we discussed our businesses night was conveying an understanding to our nine children of and educated our spouse and our children—or perhaps our par- what their obligations were in dealing with others and in dealing ents—on what it is we are doing in the world of business; to talk in the important world of business. I had no idea that someday I about matters such as integrity and honor and having one’s hand- would be working with all of them. One is a consultant and eight shake be one’s bond; to explain to our children what it means to of them are full-time with the business, including the sons-in- make a contract and how binding it is to shake someone’s hand law. I had no idea the words I was teaching would be the code and how legally binding that becomes upon the person who has of conduct, the code of ethics we would someday be living. extended his hand, irrespective of a written contract. Many people say to themselves, “I can’t buy this particular Many years ago, as our company was going through the home, or I can’t take this particular family outing because it’s embryonic start-up years, it was necessary, in order to pay some difficult to afford it. We don’t have the money, and it just won’t early debts I incurred, to sell a portion of our company. I found stretch that far.” May I suggest to you it is very difficult to lose an appropriate buyer and negotiated a price to sell where I would money investing in our families. It is very difficult to lose money keep 60 percent of our business and sell 40. We since have repur- by going on family outings and doing events with the family. We chased that 40 percent some years ago, but at the time, and in lose money by poor investments. We don’t lose money by mak- most start-up situations, additional capital was required—and ing critical, essential, and timely investments in family outings. this was no different. After major discussions with the chairman How many times have we said to our families, “I can’t afford

8 exchange that,”when in reality what we’re saying is,“I’ve lost on some poor our question becomes, where do we enter that cycle? I would sug- investments in real estate or business, and therefore I can’t do this gest timing is everything. Timing is critical and essential. for my family.” We must separate very distinctly a business Understand first and foremost the cycles of the business you are investment from a family investment. I’ve always tried to teach entering. Understand where you are in that cycle. I promise you our children they will never go broke spending what money they all businesses will cycle eventually. Some will take three years, have on their family needs as opposed to business investments, some will take ten years, but they will eventually cycle. And the which often can be lost. We should never confuse the two. person with the patience is usually the person who maximizes Many of us often count the other person’s money. We say to their return on investments. Whatever unit of measurement it is ourselves, “How much is he or she making on this business that determines success in your investment, it is usually the result proposition?” We should always think first and foremost, “What of patience and timing in the cycle, and allowing the market, am I receiving? Is it fair and ethical and honorable?” Let’s not then, to come to you. waste our emotion, our feelings, our time, our sensitivities on May I just say a word about family members in a family busi- worrying about how much somebody else receives. I don’t know ness. We have two very significant guidelines we have tried to how many times I watch in amazement as honest and wonderful teach our children from the time they were very small and in ele- people exert enormous emotion and tribulation in not cheering mentary school, that override all aspects of family businesses. for the other guy. What a joy it is to cheer for someone else’s suc- Number one, cheer for your siblings. It is very difficult some- cess. We don’t need to tear the other person down to build our- times, but if they understand the importance of cheering for selves. What a great honor it is when people say, “Brother their siblings, great things can happen in a family business. The Huntsman, congratulations. I was cheering for you.” They don’t second critical guideline is the biblical expression we are all have any idea how much I appreciate that, taught, which needs to be applied in or what that means. We’ve had our road- the world of business as much as it does blocks. We’ve had our share of adversity. in the world of our religion. And that is We’ve had years of struggle to bring our simply to forgive and to forget. If one company where it is today and our level of can apply those two simple characteris- income where it is today. We’ve had to pay tic guidelines—cheering for your sib- the price. We’ve tried to do it quietly. We’ve lings, and forgiving and forgetting and tried to do it within the bounds of propri- moving on in life—family businesses ety and integrity, but no one achieves any- move from a negative to a remarkable thing without paying a price of hard work, positive. You simply cannot make it go integrity, emotion, and years of effort and unless you have the understanding and sacrifice. It doesn’t fall in your lap by luck. the attitude that the other person’s suc- We’ve tried to teach our children to cheer cess is your success. Thus, communica- for others, to be happy when they’re suc- tion becomes very essential in a family cessful. Don’t waste your emotions and business. Whether it’s a husband and your energy on anything that could be wife, whether it’s a mother with one or negative. You need every ounce of energy you have to build your two children, whether it’s a father and mother with many chil- own business. dren, whether the business is small, whether it’s large, whether it’s I had an interesting professor at the Wharton School when I a five-person business or a 5,000- or 50,000-employee business, was an undergraduate. His name was Dr. Chester Cline. Dr. Cline the basic rules are the same. Communication must be effective would enter the classroom and always say, “Remember students: and immediate. Letting problems fester will kill a family business buy low, sell high.” Every single day. Years after, I looked back on quicker than anything else. my education at the first business school in America, the After communication in a family business, I would say let’s Wharton School at the University of Pennsylvania, and I remem- check our egos at the door. The demise of many family businesses ber first and foremost Dr. Cline’s remarkable advice. Buy low, sell result from egos that run unchecked. In a family business, more high. Hard to do. Difficult to do. Why is it so difficult? May I so than any other kind of business, we should never use the word make a suggestion? It is often difficult to make the right invest- “I”; we should use the word “we.” It is “we” and it is “our.” It is ment because we are impatient. We do not take the time to wait plural. We’re a company of people. We are a family of more than for the proper cycle to come around, for the proper investment one. Let’s give credit to others. It is such a fundamental part of a to come our way, for the proper situation, so we jump ahead of family business. We must also realize that in a family business, time. We move before the cycle, we move while it’s not econom- the common good benefits each individual. Many of our family ically advantageous. We don’t buy low and sell high; we buy high businesses keep several family members successful and well, and and sell low. And we wonder why we have these losses. Now it in fulfillment of our needs, but first and foremost, we must ana- takes tremendous astuteness, tremendous patience, and a gifted lyze in our family business, “Is this business successful for the understanding of the laws of supply and demand to understand common good of all of us?” And if we can stand back and say, when in that cycle we should buy and when we should sell. So “Yes, this is helping all of us,” then we have to say, “I must place

9 FALL 1998 Lord has blessed our business to be able to give considerable amounts to a number of causes. I never thought I would be in this position. I never deserved it, I never asked for it, and I never expected it. And yet, some way or another, the Lord has tapped me on the shoulder and said, “To you my son I am entrusting large amounts of money. You determine best how you can rede- ploy these assets into the community of humankind around you. You be the judge.” We receive thousands of letters a week. We have two full-time people who do nothing but answer requests for money. But over the years we have felt a great need to first and foremost focus on those who are suffering. Perhaps I spent too many years of my youth without outside plumbing, too many years with my moth- er going into a meat market after it closed to see if we could get some of the scraps. Perhaps I have observed over the years that those who are helping others, that those who can give back into myself in a secondary position to the common good of the busi- society, even a small amount, are the happiest. I don’t think the ness.” This is something we learn at the feet of our mothers and Lord will ever ask us, I don’t think anyone will ever demand to fathers at family nights. This is something that can be taught know, “How much did you give?” I think the question would be when children are five and six and seven and eight years old. better phrased,“Were you kind?”When President McKay came to Our children become the products of our education. If we are Northern California, to the Palo Alto area when I was a teenager, wise and prudent and educate our children in a way that teaches he said, “I’m going to tell you the most important secret of them ethics, honor, decision making, and participation, that will human life.” I was sitting on the front row and I watched be the kind of people they will become. I’ve always loved George President McKay as he said, “The most critical need of the Bernard Shaw, because he wrote that remarkable play Pygmalion, human soul is to be kind.” That’s the greatest characteristic of known in America as My Fair Lady. Little by little, Eliza became mankind, and that’s what the Savior wants us to do most. a princess, because she believed she was a princess and she acted I was watching television one night, December 7, 1988. I had like she was a princess. She believed in every sense she would come home from work, Karen and I had a bite to eat, flipped on become one, and sure enough, she did. It’s not just in fairy-tale the news about five minutes to ten, and saw a devastating earth- land that this happens; it happens in family businesses, but it quake in Armenia. I had never heard of Armenia. To me, it was just happens as a result of prudent mothers and fathers who take the another country that started with an “A.” A third of the country time to train—and take the emotion, the feeling, and the passion had been injured or killed. It was one of the worst natural disasters of what they believe in—and allow their children to have a feel- in the history of the twentieth century. The next morning I called ing, an understanding, and comprehension. Children are never a friend of mine, Dr. Armand Hammer in Los Angeles, and said, too young. They understand much more than we think they do. “Dr. Hammer, we must go to Armenia. They’ve had a devastating They have such a sense of fun and they have no agenda and they earthquake; they need us.” Dr. Hammer had had excellent rela- sometimes can come back to us with answers that astound us. We tionships with the Soviet Union throughout the Cold War. He had have turned down more than one opportunity to buy or acquire closer relationships than our own government did. He had been major facilities because one of our children raised a question—a there many times. We quickly got on a plane and went over there. question you would have no idea they even knew existed. When I entered that country with our sons, and saw the Well, may I simply conclude that at the end of the day, after we devastation that had occurred, I said to the president of that land, have built this business, it matters not too much what it is. What “We will not leave until we have housed 100,000 people.” matters is that you have given it your full sense of emotion and I didn’t have the faintest idea what I was talking about. I feeling and passion, your full sense of integrity and honor, and didn’t know how long it would take; I didn’t know what it would a high degree of personal commitment. And then, when the book cost. All I know is I felt impressed in my heart to tell the presi- is finally written, we have to decide if we are successful, and dent of that country—a communist country at that time in success can vary enormously with the sizes of our businesses. 1989—I did not know how we would accomplish what I was What do we owe back to society? What is it we need to repay committing to do, but I said, “We will provide.” Over the last that has permitted us to have this remarkable opportunity to go ten years, we’ve built the reinforced concrete for buildings now forward? Well, this is where the fun begins—in this great and housing 40,000 people. I’ve told them we have another ten years remarkable capacity to put back into humankind some of what left. I didn’t know it would take twenty years. I didn’t know it we have taken out. It’s in a different format. What a joy it is to be would take forty or fifty million dollars. I didn’t know it would able to borrow a little bit of the funding that goes on about us be a large part of my life. I didn’t know our son Peter would go and to return that in a different format. I’ve thought many times to Armenia twenty-six times. I didn’t know we would be back how we would spend money if we had it. In the last few years, the and forth, that we would have operations there through the rest

10 exchange of my natural life. We have been through five different prime min- probably never know their names. Our names will not be up in isters and each one of them, as I have met them, has said, “Mr. lights, we will not get to know them or understand them, but I Huntsman, everyone has left but you.” And I said, “I gave my received a letter recently from a lady. There was no return address. word. I told the prime minister and the president we would not Inside all it said was Homeless Shelter. The letter said: “Dear Mr. leave until we had accomplished our objective. I had no idea how Huntsman. I am warm and dry and out of the cold of last night long that would take, but you’re a remarkable people, you’re a and I had a real bed to sleep on. I know you sent some money to great land. We love your fighting spirit. We love to be part of this keep this shelter, where I am staying, alive. I arose knowing I would place.” And so the stories go on forever about the enjoyment, the shower with warm water and have soap and shampoo and a clean goodness, the experience, the excitement, and the thrill of giving. towel to use. Maybe this humble letter does not, or will not mean I was in Jefferson County, Texas, about three weeks ago. We much within the vastness of the universe, but for this moment in employ a lot of people in that part of the world, and I noticed a time I just wanted to say with all my heart, thank you. For it means number of people there were getting cancer, and it bothered me. to me a great deal, to this homeless woman a great deal indeed. I told our people,“Meet with all of the hospitals, all eight of them Thank you.” I’ve had that letter framed, not because it’s important in the county. I want every woman to be screened for breast can- to receive recognition for gifts, but because it’s important to know cer and every man for prostate cancer and we’ll pay the total bill.” the feelings in the hearts of people when they are down and out I want the people of that county (there are about 350,000 of and receive help. And how grateful I am that she would take the them) to know we love them, and that when we’re there doing time to send me that small token. our business, we are there to take care of our fellow human We will be dedicating the Huntsman Cancer Institute later this beings, irrespective of race, religion, background, or ethnicity. It’s year. We are determined, someway, somehow, to find a cure for this very critical they understand our word is our bond, our love is dreaded disease. I’ve had prostate cancer and mouth cancer. My their love, our interest is their interest, and our focus is their father died of prostate cancer. My mother died of breast cancer. focus. Just this week, all the hospital switchboards have been Her father died of esophagus cancer. Cancer is in my mother’s line jammed; all the doctors have been overly occupied. What a thrill very heavily. It is our hope and our prayer that someday these great it is because we will detect, early, hundreds of cases of people researchers will find how to inoculate upon birth. To find out how who have cancer, and we can save their lives. to detect these tumors early will eliminate what happened to my Over the years, the homeless centers in different places have dear friend Rex Lee, who served as president of this great institu- meant a lot to our family. Except for the grace of God, sometimes tion. We hope, more than anything in the world, that in joining I wonder if we wouldn’t be a recipient of their kindness and together with other major cancer research institutions, we can find goodness. Over the years, we’ve spent a lot of money on home- a cure for this dreaded disease. lessness and feeding the poor through different programs, most- I was recently asked in New York if I would write a book, and it’s ly the Saint Vincent de Paul program of the Catholic Church, kind of a flattering thing, I guess, but it was so unlikely and outra- which our church often uses. They’re a wonderful program. We geous that anyone would ask that, that I kind of chuckled and said never know the people; we never meet the people; we’ll never get to the person, “You know, if I wrote a book, it would be the short- to shake their hands. They’ll never know our names; we’ll est book in the world. In fact, it would only be one page. In fact, it would only be one sentence. It would simply be entitled Lucky, Lucky Me. If anyone wanted to buy it they could feel free to buy it. But there isn’t much I could say beyond that.” That’s how I feel.

This article is extracted and edited from an address by Jon Hunstman given June 19, 1998 at the Fourth Annual Management Conference. A summary of the conference, including highlights from other keynote addresses, is included in the Alumni department on page twenty-four.

AT THE END OF THE DAY, AFTER WE HAVE BUILT THIS BUSINESS, IT MATTERS NOT TOO MUCH WHAT IT IS. WHAT MATTERS IS THAT YOU HAVE GIVEN IT YOUR FULL SENSE OF EMOTION AND FEELING AND PASSION, YOUR FULL SENSE OF INTEGRITY AND HONOR, AND A HIGH DEGREE OF PERSONAL COMMITMENT.

11 A FALL 1998 FOREIGNexcursFOREIGNexcurs BUSINESS BUSINESS benchmarkbenchmarkSTAFFSTAFF AWARDS AWARDS ASSOCIATEASSOCIATE DEANS DEANS schoolschoolINTERACTIVEINTERACTIVE newsnews CDCD

GraduateGraduate Career Career Services Services CD CD AccomplishedAccomplished Professors Professors Join Join Dean’s Dean’s Office Office ThisThis summer, summer,BillBill Brady Bradyandand W. W.Steve Steve Albrecht Albrechtis theis theArthur Arthur Anderson Anderson & Co. & Co.Alumni Alumni Professor Professor of of GraduateGraduate Career Career Services Services incorporated incorporated AccountancyAccountancy at the at theMarriott Marriott School, School, coming coming to BYU to BYU in 1977 in 1977 after after newnew technology technology to produceto produce a searchable a searchable teachingteaching at Stanford at Stanford and and the theUniversity University of Illinois. of Illinois. He receivedHe received his hisMBA MBA CD-ROMCD-ROM of theirof their promotional promotional Student Student andand PhD PhD from from the theUniversity University of Wisconsin of Wisconsin at Madison. at Madison. ResumeResume Book, Book, replacing replacing the the seventeen- seventeen- Albrecht,Albrecht, a certified a certified public public accountant, accountant, certified certified internal internal auditor, auditor, and and year-oldyear-old tradition tradition of mailingof mailing printed printed certifiedcertified fraud fraud examiner, examiner, is past is past president president of the of theAmerican American Accounting Accounting resumeresume books books to nearlyto nearly 1,500 1,500 recruiters. recruiters. AssociationAssociation and anda former a former member member of the of theBoard Board of Regents of Regents of the of theInstitute Institute of of In Inaddition addition to Marriottto Marriott School School graduat- graduat- InternalInternal Auditors Auditors and andthe theBoard Board of Directors of Directors of the of theUtah Utah Association Association of CPAs. of CPAs. ing-studenting-student resumes, resumes, the the CD CD contains contains AmongAmong his awardshis awards and and honors honors are arethe theMarriott Marriott School’s School’s Outstanding Outstanding Faculty Faculty Award, Award, BYU BYU generalgeneral recruiting recruiting information, information, OutstandingOutstanding Researcher Researcher Award, Award, and and as partas part of Utah’s of Utah’s Centennial Centennial Celebration, Celebration, he washe was named named one one of of overviewsoverviews of theof the Marriott Marriott School’s School’s 131131 Utahn’s Utahn’s who who have have made made outstanding outstanding contributions contributions or brought or brought unusual unusual recognition recognition to the to thestate. state. In In fivefive graduate graduate programs, programs, and and 1998 1998 1997,1997, he washe was chosen chosen by Accountingby Accounting Today Todaymagazinemagazine as oneas one of the of the100 100 most most influential influential accounting accounting placementplacement statistics. statistics. professionalsprofessionals in the in theUnited United States. States. He receivedHe received the theCressey Cressey Award Award in August in August from from the theAssociation Association of of EscalatingEscalating printing printing costs, costs, increased increased FraudFraud Examiners, Examiners, the thehighest highest award award given given for lifetimefor lifetime achievement achievement in fraud in fraud detection detection and and deterrence. deterrence. availabilityavailability of officeof office CD CD technology, technology, andand requests requests from from recruiters recruiters for for search- search- LeeLee Tom Tom Perry Perryis theis theSorenson Sorenson Family Family Professor Professor of Strategy of Strategy and and ableable electronic electronic media media were were all allinduce- induce- OrganizationalOrganizational Behavior Behavior at the at theMarriott Marriott School. School. He holdsHe holds a PhD a PhD in adminis- in adminis- mentsments for for the the project. project. The The move move also also trativetrative sciences sciences from from Yale Yale University University and and has hasbeen been a member a member of the of thefaculty faculty reducedreduced the the cost cost for for students students to haveto have at theat theKrannert Krannert School School of Management, of Management, Purdue Purdue University, University, and and the theCollege College theirtheir resumes resumes included included and and for for the the of Administration,of Administration, Pennsylvania Pennsylvania State State University. University. schoolschool to reproduceto reproduce and and mail mail the the PerryPerry has haswritten written extensively extensively about about corporate corporate restructuring restructuring and and down- down- resumes.resumes. The The recruiting recruiting CD CD is anis an sizing,sizing, business business process process re-engineering, re-engineering, and and competitive competitive business business strate- strate- economicaleconomical and and efficient efficient job job search search gies.gies. His Hisarticles articles have have appeared appeared in numerous in numerous professional professional management management resourceresource for for students; students; for fora $10 a $10 fee, fee, journals,journals, and and he ishe the is theauthor author of two of two books: books: Offensive Offensive Strategy: Strategy: Forging Forging a New a New Competitiveness Competitiveness in in studentsstudents available available for for employment employment in in the theFires Fires of Head-to-Head of Head-to-Head Competition Competition(HarperBusiness,(HarperBusiness, 1990) 1990) and and Real-Time Real-Time Strategy: Strategy: Improvising Improvising springspring and and summer summer of theof the next next year year Team-BasedTeam-Based Planning Planning for afor Fast-Changing a Fast-Changing World World(John(John Wiley, Wiley, 1993). 1993). maymay easily easily distribute distribute their their resumes resumes to to He receivedHe received the the1984-85 1984-85 Outstanding Outstanding Faculty Faculty Award Award from from the theCollege College of Business of Business hundredshundreds of recruiters.of recruiters. Administration,Administration, Pennsylvania Pennsylvania State State University, University, and and the the1991 1991 Exxon Exxon Outstanding Outstanding Teaching Teaching Award, Award, A majorA major benefit benefit of theof the CD-ROM CD-ROM is is BrighamBrigham Young Young University. University. His Hiscurrent current consulting consulting activities activities focus focus on organizationalon organizational strategy strategy and and thethe ability ability recruiters recruiters now now have have to searchto search designdesign issues. issues. Recent Recent clients clients include include Merck, Merck, Exxon Exxon USA, USA, Taco Taco Bell, Bell, and and Scott Scott Paper Paper Company. Company. resumesresumes by bykeyword. keyword. Brady Brady hopes hopes the the CDCD will will give give the the Marriott Marriott School School an an edgeedge over over other other schools schools in thein the recruiting recruiting BenchmarkingBenchmarking Study Study Virginia),Virginia), Fuqua Fuqua (Duke), (Duke), University University of of world.world. “I realized “I realized it was it was important important we we Florida,Florida, Stanford, Stanford, and and Haas Haas (University (University notnot assume assume what what recruiters recruiters were were looking looking TopTop MBA MBA programs programs at eightat eight schools schools of Californiaof California at Berkeley).at Berkeley). Informal Informal visits visits forfor and and place place a resume a resume in frontin front of of acrossacross the the nation nation were were visited visited by byseven- seven- to otherto other key key universities universities and and businesses businesses them–wethem–we should should allow allow recruiters recruiters to to teenteen members members of theof the Marriott Marriott School School roundedrounded out out the the formation formation of strategicof strategic searchsearch all allqualified qualified resumes. resumes. A search- A search- facultyfaculty last last May. May. Four Four committees committees con- con- prioritiespriorities that that emerged emerged from from the the four four ableable CD CD gives gives every every student student an anopportu- opportu- ductedducted formal formal benchmarking benchmarking studies studies at at areasareas of focusof focus on onthese these visits. visits. Dean Dean Ned Ned nitynity and and ensures ensures that that those those at theat the end end of of SloanSloan (MIT), (MIT), Boston Boston University, University, Tuck Tuck C. Hill’sC. Hill’s top top ten ten priorities priorities are are introduced introduced thethe alphabet alphabet get get the the same same opportunity opportunity as as (Dartmouth),(Dartmouth), Darden Darden (University (University of of on onpage page two. two. thosethose at theat the beginning.” beginning.”

12 12 exchangeexchange s SCHOOL NEWS Two companies scheduled to inter- Alumni and Public Relations editing, writing, and publishing, and is view on campus have selected their also an undergraduate alumna of BYU. entire group of candidates from the Joseph D. Ogden has assumed respon- CD resumes. The CD will spark interest sibilities as director of the Alumni and Third Annual Staff Awards in BYU because of the caliber of the Public Relations Office, replacing John C. students profiled, and many students Lewis, who was appointed associate The Marriott School Staff Excellence will receive actual interviews as a result advancement vice president for market- Award, established in 1996, is given to of this enhanced format. ing. Ogden comes to the Marriott School full-time and permanent part-time The CD was a summer-long project having been director of corporate com- staff members to recognize their contri- for Graduate Career Services and is munications for Nu Skin Enterprises, butions, boost morale, and promote expected to be repeated annually. The Inc. He taught public relations strategic excellence. An awards seminar and CD was produced in conjunction with planning at the university for two years luncheon was held at the Conference Alumni and Public Relations and BYU in the Communications Department and Center May 29. The 1998 recipients were Publications & Graphics. Also involved is a BYU undergraduate alumnus. Kathy O’Brien, program assistant and in the project were several computer J. Lee Simons is the new marketing student advisor for the accounting technicians who have made the same communications coordinator for the program; Carol Thornton, department information on the CD available on the Marriott School, replacing Cheri Earl, who secretary for the MBA office; and Sheri Graduate Career Services web site at: has returned to teaching at the University. Winkelkotter, part-time secretary in the http://careerservices.byu.edu She has previously worked in marketing, SOAIS department office.

ENTERING GRADUATE STUDENT DEMOGRAPHICS

Programs MBA MAcc MISM MOB MPA

General Interest Total students 131 151 29 25 39 Women students 36 33 4 8 11 International students 22 12336 Minority students 8 10830 Married students 72 67 12 13 16 Returned missionaries 101 115 22 23 32 Bilingual 105 100 19 20 25 States/Countries 22/10 24/10 8/3 9/2 12/5 Undergraduate universities 134266 Average age 26 25 24 26-27 25 Age range 21-38 20-51 21-31 23-28 22-29 Average GMAT score 634 621 637 604 550 GMAT range 510–770 560–680 540–730 470–750 430–690 Average GPA 3.52 3.68 3.59 3.7 3.59 GPA range 2.77–4.00 3.23–4.00 3.22–3.98 3.14–3.96 2.90–3.95

Undergraduate Majors Business/Accounting 19% 100% 0% 8% 8% Engineering 19% 0% 0% 0% 0% Humanities 29% 0% 0% 8% 28% Physical Science/Mathematics 10% 0% 10% 0% 13% Social Science 4% 0% 4% 36% 36% Economics 11%———2% Other 7% 0% 86% 48% 13%

Undergraduate Institutions BYU 72% 94% 93% 80% 87% Other 28% 6% 7% 20% 13%

13 FALL 1998 SCHOOL NEWS

Stocks Heads Field Studies

In 1978, the then College of Business trip highlights considered requiring every student to have field study experience before graduation. Although that did not hap- pen, the Marriott School field studies EMBA Foreign Business Excursion program is now an option with new director Maurice Stocks at the helm, The Executive Master of Business Administration (EMBA) Program curriculum and he hopes it will be a requirement culminates in a two-week trip to businesses across the world. In the classroom, students within five years. “Businesses can see examine country strategies and study the economic performance of the countries they will students in real work situations; it’s visit. Students also conduct analyses on the specific companies participating in the coop- a better way to see them as possible erative EMBA experience. The trip, referred to as the Foreign Business Excursion, gives employees.” students the opportunity to fuse the subject matter they have learned in the classroom Stocks came to BYU four years ago with real-life examples and models. as professor of aerospace studies in Air The three 1998 Foreign Business Excursions traveled to locations in Asia and Europe. Force ROTC. During his military career, Three faculty members who accompanied the excursions have written briefly about their he served in key human resources experiences with the EMBA groups. and education and training positions throughout the Air Force. He also served in the Pentagon as chief of long range planning for the Air Force’s human Japan, China, and Vietnam low-investment/labor-intensive opera- resource system. Stocks retired from the tions of Saginaw-Lingyun and Nike. We Air Force and assumed his new position The EMBA Foreign Business participated in a discussion with Chen in July with responsibilities over three Excursion “Clarke group” had a very Mingming, director of the American desk basic areas: field studies, distance learn- successful trip to Asia. Our group went of the Foreign Ministry of the People’s ing, and outreach programs. to Osaka, Kyoto, and Tokyo, Japan; Republic of China, and we bought ice The group’s first field study, a business Beijing and Hong Kong, China; and cream from street urchins. We bargained plan for a software company with an eye Ho Chi Minh City, Vietnam. There were aggressively for Beanie Babies in Silk on expansion, was a big success. Three 34 of us in the group, including three Alley, and donated generously to a additional field studies are currently faculty members and Robin Pinegar, Catholic Orphanage for deaf children in in progress, with three more planned our peerless travel specialist. Vietnam. We met people from different for the second block and six to twelve Our trip covered a wide spectrum backgrounds and cultures and learned in negotiation for spring semester. One of experiences. We visited the capital- to identify with each other as BYU gradu- team is currently compiling a transfer intensive/high-automation wizardry ates working as expatriates. During pricing model for a local business heavily of Toyota and Nippon Denso and the portions of our trip we were able to view involved in international sales. Another is helping a nationally recognized financial services company uncover new national business opportunities. Under the field studies program, businesses contract with the Marriott School to have students perform specific business projects, such as oper- ating plans, business strategies, or marketing plans. Typically, on each field study, five students work together under the direction of a faculty mem- ber. Each student agrees to work a minimum of 120 hours on the project and receives three hours of credit for his or her effort. Business problems and issues become real business opportuni- ties for students, while businesses invest in the work force of tomorrow.

14 exchange SCHOOL NEWS ancient temples and monuments, while outside of Tokyo. In Tscubia we toured a lines of business. We also visited a com- during others we were forced to consider chip manufacturing facility owned by LSI pany called Wall’s China, Inc., a division the living conditions of the poor. Logic. After donning clean-room suits, we of Unilever, a specialty ice cream compa- We also saw magnificent buildings toured their facilities and had a good visit ny. We enjoyed hearing about Wall’s and extensive manufacturing facilities with Roland Smith about expatriate pack- strategy for penetrating the Chinese ice erected by government-led investment ages and his career with LSI Logic in dif- cream market, especially because the programs that are no longer economical- ferent countries. Our last trips in Tokyo presentation was accompanied by as ly viable in today’s global competitive included visits with Lee Daniels, the presi- many free samples as we could eat! markets. We realized there are mountains dent of Titus Communications, and Dale In Hong Kong, we made two company of nonperforming loans burying the Thompson and Robert Berardi of visits. The first was a briefing by Allen banks that financed these facilities. These Citibank. Perhaps our most impressive Andersen, Chairman and CEO of Asia experiences helped us understand big visit while in Tokyo was our trip to the Access Investment Co. Ltd. He has had a economic events as well as the operating largest freestanding Buddha statue in the lot of experience in China and has a problems of joint ventures. world. We were shocked at how big it good feel for the progress in China over We enjoyed the people we met and the last decade. We also took were impressed by the care they took to the hydrofoil to Shekou, China. make our visit to their countries and There we met Mike Hoer, a companies a memorable experience. We graduate of our MBA program learned a lot about gracious hospitality. and Managing Director of We also learned we could get closer to Continental Grain Company, each other even though we’d spent every Asia. He gave us a good Tuesday and Thursday evening together overview of Continental’s for two years. As director of this, my business operations in China seventh FBE, I had my most enjoyable as well as general business trip. This was an extraordinary group of operations in China. men and women with whom I enjoyed Our trip to Bangkok was a great adventure! short, but we were greeted by a —By Pete Clarke hostess in a traditional Thai silk dress with a flower lei for each Japan, China and Thailand of us. We had two business vis- its, the first to an Isuzu factory What do riding elephants and touring and the second to a chicken a state-of-the-art semiconductor plant processing plant. The Isuzu have in common? On May 23, thirty-two visit was interesting, because we EMBA students, wives, faculty, and staff could compare their produc- left the Salt Lake Airport for a whirlwind tion to the Nissan plant we had trip of Asia to visit companies and enjoy seen earlier. However, our trip a number of cultural experiences. to McKey and GFPT was quite Our first stop was Tokyo. We arrived at a shock. We saw everything the hotel at 6:45 p.m. on Sunday, Tokyo from unloading live chickens to time, which was 3:45 a.m. on Sunday, Utah the final processing. It was very time. Our business visits began the next was—120 meters high and clearly taller labor intensive, and it was actually very day at the Oppama Plant of Nissan than the Statue of Liberty. clean, but it was a challenge for some Motors. As one of Nissan’s oldest plants, it Our stay in Beijing was probably the members of our group. That night we was not quite as high-tech as we expected most interesting part of our trip because went on a dinner cruise on the Chao a Japanese auto plant to be. This made it of its historical and cultural context. Phraya River, and the Buddhist temples, even more interesting, because it still made We had a great tour guide, and she was which were all lit, provided beautiful good use of robotics. We also visited with very frank in discussing the challenges views as we traveled down the river. Walt Ames of Russell Reynolds and facing the people of China. In addition, Some of the group left on Saturday to Associates, a New York-based executive she helped us understand the culture go home, and the rest of us stayed anoth- search firm. He explained to us the chal- of China. Our business visits were varied. er day. We flew to Chiang Mai in the lenges of living in Japan as an expatriate We visited Capital Steel, the second North part of Thailand to ride elephants and the benefits associated with such a largest state-owned steel company in in the jungle. It was a great trip, and for stay. The next day we headed to Tscubia, China, and we quickly saw the dangers many it was a life-changing experience. a rural, planned city about two hours of diversifying into too many different —By Lee Radebaugh

15 FALL 1998 SCHOOL NEWS

Europe and England company desperately trying to compete in This spring, EMBA Director Gil the free market. We Bertelson, four faculty members, and were touched when a nineteen students traveled throughout young Czech manager Europe during their two-week Foreign talked about this new Business Excursion. freedom and his peo- Our visits to companies in Austria ple’s challenge in and Germany helped us appreciate the learning how to “feel” challenges and approaches to competing freedom. in the global market. We learned about All in all, our trip global competition as we listened to was a great success. managers discuss manufacturing and Not only did we inte- marketing strategies along with labor grate the concepts we issues. Doppelmayr, a manufacturer of had learned in class ski lifts, with installations around the economy. We observed this principle in into the real world experiences of the world (including at Snowbird in Utah), two companies. We first visited Leciva, a companies we visited, we also learned spoke of entering new markets in Asia former government pharmaceutical com- more about the cultures and experiences and growing established markets in pany, seeking to privatize in the process of people throughout the world. It was a Europe and the United States. Philips, of this transition to free-market. Then we rare opportunity much appreciated by all. the Dutch electronics firm with opera- visited with Karel Holoubek a. s. , a coal —By Mike Swenson tions in Vienna, noted the challenges of restructuring, speed to market (DVD, WebTv, etc.), competing in the sluggish Graduate and Undergraduate Trips European market, and outsourcing labor to eastern Europe. Executives at BMW South America Study Abroad discussed the challenges of market barri- ers and BMW’s responsive strategies. Lee H. Radebaugh, SOAIS director, and two faculty members traveled in April with For example, to overcome high tariffs two MBA students and five undergraduate students to Sao Paulo and Rio de Janeiro, on automobiles in particular countries, Brazil; Buenos Aires, Argentina; and Santiago, Chile. The two-week trip offered stu- BMW packages and ships unassembled dents an opportunity for on-site international experiences while accumulating class automobiles. Then an outsourcing part- credit, coordinated with the BYU Study Abroad program. ner assembles the automobiles. This They visited several international companies familiar in the US, some state owned channel strategy circumvents the high industries, and other independent companies: (Brazil) BS Continental (refrigerator tariffs and enables the company to plant tour), Otis Elevators, Novartis Pharmaceutical, Petrobras; (Argentina) Black & distribute its product. In England we observed the applica- tion of the quality concept first-hand. At Jaguar we discovered highly skilled employees painstakingly assembling beautiful pieces of art, that is, the XJ seriess saloons and XK8 series sports cars. Furthermore, we observed Ford’s success in implementing quality improvements at the Browns Lane firm. We learned the delicate balance between producing desirable cars and getting the balance sheet to balance. One senior executive noted that “we have to retain the unique elements that make Jaguar such a special car, but we also have to make a profit.” The Czech Republic was a great illustration of a country that has made a swift transition to a free-market

16 exchange SCHOOL NEWS

Decker, Kimberly-Clark, Siderar, Siderca; port. Cultural forays took students (Chile) Chilegener (a utility company), exploring into the Cu Chi tunnels in BYU MBA Posts Fastest and Goodyear Tire & Rubber. Their stop Vietnam and to China, where they Finance Payback in Chile also featured a visit to the stock watched the feats of the Shanghai exchange and breakfast with the Bank of Acrobats. The Marriott School was included in the top America president. Students discussed 50 business schools on October 19, when the challenges of the international work Volunteers in Latin America Business Week released their 1998 biennial environment and fluctuating economic rankings. “We're pleased with Business uncertainties with international and Gary M. Woller, associate professor Week’s recognition of the Marriott School as expatriate BYU alumni. of public management, directed two one of the country’s excellent business Each country offered unique cultural student trips to Latin America this schools,” commented Dean Ned C. Hill. The and geographical encounters, with the year in association with CHOICE School was noted for the fastest return on Falls of Iguacu, spanning the border Humanitarian, a nonprofit, volunteer investment for a finance career, the emphasis between Brazil and Argentina, topping organization composed of people who of about 40 percent of Marriott School MBA everyone’s list. Latter-day Saint temples feel a sense of commitment to help candidates. The School was also listed as in each of the three countries also indigenous people of the developing one of the top five returns overall. Hill cited garnered “favorite places” status. world. In November 1997, six students two reasons for the fast return: Marriott traveled to Guanajuato, Mexico, and in School graduates’ ability to “compete” and Asian Study Abroad August 1998, six students traveled to the “comparatively low” cost of education. La Paz, Bolivia. During their two-week Last spring, thirty students participat- expeditions, students helped villagers ed in a Marriott School study abroad conduct surveys among their communi- Quickest Return on Investment program led by Kristie Seawright. While ties to rate themselves according to BUSINESS SCHOOL % SALARY MEDIAN YRS. receiving course credit, students attended “20 Points of Progress.” INCREASE TO PAYBACK cultural and historical activities; compa- The 20 Points of Progress Program, ny visits; meetings with business, govern- developed by CHOICE founder James U. OF PITTSBURGH 69 3.7 ment, and church leaders; and charity Mayfield, provides basic indicators CLARK ATLANTA 100 3.8 benefits throughout Asia. Seawright for village communities to measure, U. OF SOUTH CAROLINA 107 4.0 explained the purpose of the program evaluate, and improve their current U. OF TENNESSEE 91 4.1 is “to give a breadth of experience in practices in five basic areas: education BRIGHAM YOUNG UNIVERSITY 100 4.2 business—to observe cultures, govern- and literacy, primary health care, income ment systems, economic systems, and and alleviation of poverty, community ARIZONA STATE 103 4.3 other aspects of our international world environment, and local leadership and MICHIGAN STATE 110 4.3 in a short amount of time. Teachers can social cultural enhancement. After vil- U. OF IOWA 100 4.4 teach for 20 hours in the classroom what lagers have conducted the self-evalua- YALE 111 4.7 experience can teach in 20 minutes.” tion, they decide which areas need UNC CHAPEL HILL 78 4.7 Twelve graduate students spent two- improvement. CHOICE volunteers then SOURCE: “Getting the Most for Your Business Schoool and-a-half weeks in Asia, making stops assist villagers in creating practical and Money.” Business Week, 19 October 1998, 176-8. at Osaka, Japan; Hong Kong and Beijing, self-sustainable solutions to their needs. China; and Hanoi, Vietnam. Their busi- ness and cultural experiences included a water-puppet show in Vietnam, the Great Wall of China, the Procter & Gamble new Greenfield startup plant in Tiangan, China, a visit with LDS Charities volun- teers in Hanoi, and a briefing from officials at the U.S. Embassy. Eighteen undergraduate students studied core business courses during their four-week trip to Tokyo, Japan; Singapore; Ho Chi Minh City, Vietnam; and Shanghai, Shen Zhen, and Hong Kong China, where they toured the Honda plant in Tokyo and the Port of Singapore, the world’s most productive

17 FALL 1998 FELLOWSHIPS wall street PROFESSORSHIPSchairs PUBLICATIONS facultyROTC OFFICERS

New ROTC Officers Faculty publications Lt. Col. Donald A. Coe is the new department chair and professor of military Listed below are scholarly publications either written or edited by Marriott School of Management science, replacing Lt. Col. John J. Sullivan. faculty during the 1997–98 academic year. Entries followed by an asterisk (*) indicate collaborative work A 1978 University of Utah graduate, he with outside authors. Due to space constraints, full academic citations are not listed; interested parties received his MBA from Babson College may contact the dean’s office. in Boston. He is responsible for budget, administration, and supply, and teaches General Business Cottrell, David. M., and Steven M. junior officer development. Coe, who has Glover. “Finding Auditors Liable for Fraud: served in Germany and Virginia, came to Albrecht, W. Steve. “The Expectation What the Jury Heard in the PharMor Case.” BYU from Fort Louis, Washington, where Gap.” The White Paper. The CPA Journal. he was battalion commander. Dyer, W. Gibb, Jr. “Organization Major Thomas J. Willmuth is the Albrecht, W. Steve. Guide to Fraud Investigations.* Development in the Entrepreneurial Firm.” new executive officer and MS2 instructor, Journal of Applied Behavior Science.* replacing Major Bill Ferguson. He Albrecht, W. Steve, and David M. received his degree in history from the Fawcett, Stanley E. “Enhancing Cottrell. “The Problem of Fraud in Credit University of Idaho. Willmuth coordi- Logistics Performance to Improve the Decisions–Part I.” Business Credit. nates staff functions and teaches basic Competitiveness of Manufacturing officer skills such as map reading, mili- Organizations: A Triadic Perspective.” Albrecht, W. Steve, and David M. tary history, and squad-level tactics. Transportation Journal.* Cottrell. “The Problem of Fraud in Credit Following service in Korea and Hawaii, Decisions–Part II.” Business Credit. Fawcett, Stanley E.“The Impact of Willmuth participated in Desert Storm Operations Management Activities on during the Gulf War as an air assault pilot Albrecht, W. Steve, and David M. Financial Performance.” OM Review.* and has been an officer at Fort Campbell, Cottrell. “The Problem of Fraud in Credit Kentucky for the last two years. Decisions.” Loss Prevention Update. Fawcett, Stanley E. “Integrating Product Life Cycle and Purchasing Life Cycle Marriott School Professors Baker, W. H. “Multimedia File Literacy Strategies.” International Journal of on Wall Street for Students.” Management Communication Purchasing and Materials Management.* Quarterly.* Fawcett, Stanley E. “Strategic Intent, Lee H. Radebaugh, SOAIS director, Measurement Capability, and Operational and Steven Thorley, finance professor, Cameron, Kim S. “Maintaining Success: Making the Connection.” were recently quoted in the Wall Street Effectiveness Amid Downsizing and Decline.” Academy of Management International Journal of Physical Journal. Distribution and Logistics Management.* “U.S. Firms Reassess Asian Joint Proceedings.* Ventures,” in the September 23 edition, Gardner, Robert L., Boyd C. Randall, Cameron, Kim S., and David A. featured quotes from Radebaugh and Dave N. Stewart. “Depreciation Whetten. “Theoretical Implications of and senior officers of several interna- Recapture in Tax-Free Transactions.” Measurement Inconsistencies in the The Journal of Real Estate Taxation. tional firms. Thorley’s research on Context of Organizational Decline.” investment markets is found September Research in Higher Education.* Gardner, Robert L., and G. 22 in Jonathan Clements’ “Getting Fred Streuling. “Maximizing Gain Going” column, titled, “In the Field Cherrington, David J., and J. Owen Exclusion/Deferral When Selling a of Investing, Self Confidence Can Cherrington. “Applicant Review.” Security Principal Residence Due to Death, Sometimes Come Back to Haunt You.” Journal.* Divorce, or Marriage.” The Tax Adviser.*

18 exchange FACULTY

Geurts, Michael D. Advances in Business Merrill, Craig B. “Two Paradigms for Smith, Scott M. “Directions in Health and Management Forecasting.* the Market Value of Liabilities.” North Care Research.” Advances in Health Care American Actuarial Journal. Research.* Glover, Steven M. “Medtech Corporation: Evaluation of Aggregate Merrill, Craig B., and Steven Thorley. Smith, Scott M. Proceedings of the 6th Misstatement.” Auditing: Text and Cases.* “‘Time Diversification and Option Pricing Cross-Cultural Business Symposium.* Theory: Another Perspective:’ Response.” Godfrey, P. C., and H. B. Gregersen. The Journal of Portfolio Management. Stewart, Dave N. “Temp. Regs. Explain “Where Do Resources Come From?: A Sec. 382 and Built-in Loss Rules.” The Tax Model of Resource Generation.” National Parsons, R. J. “Career Paths of Executive Adviser.* Academy of Management Conference Track Personnel.” Health Care Management Proceedings. Review.* Swinyard, William R. “Time-Saving Segments Among Business Professionals.” Hansen, J. V., and R. D. Nelson. “Neural Parsons, R. J. “Job Satisfaction of Proceedings of the Pan Pacific Conference Networks and Traditional Time Series Selected Categories of Utah Hospital XIV. Methods: A Synergistic Combination in Managers.” Hospital Topics.* State Forecasts.” IEEE Transactions on Whetten, David A. “Organizational Neural Networks. Prawitt, Douglas F., and B. Spilker. Effectiveness and Quality: The Second “Adaptive Responses to Time Pressure: The Generation.” Higher Education: Handbook Hill, Ned C., and Bernell K. Stone. Effects of Experience on Tax Information of Theory and Research. Papers and Proceedings, Thirteenth Search Behavior.” Behavioral Research in International Symposium on Cash, Treasury, Accounting. and Working Capital Management.* Whetten, David A. “Theory Ritchie, J. B., and W. G. Dyer. “The Development and the Study of Corporate Reputation.” Corporate Reputation Review. Holmes, A. “Lending Discrimination Dynamics of Palestinian Family Business.” Claims and the Issue of Redlining: Analysis Middle East Business Review.* of Lending Patterns for an Individual Woller, Gary M. “A Forum on the Role Institution.” Journal of Forensic Economics.* Romney, Marshall B. Fraud Prevention, of Environmental Ethics in Restructuring Detection, and Audit. Environmental Policy and Law for the Next Century—An Overview.” Policy Currents. Holmes, A. “Mortgage Loans to Seawright, Kristie K., and Karl L. Smart. Nonoccupants as an Indicator of Racial “Documentation Value.” Intercom. Redlining.” Journal of Financial Services Woodworth, Warner. “Organizational Praxis: Integrating Theory and Hands-On Research.* Smart, Karl L. “Essential vs. Attractive Experience.” Educational Administration Quality.” Intercom. Lee, T. N. “Optimizing Theory of and Management. Constraints When New Product Smart, Karl L. “Minimalism as a Quality Alternatives Exist.” Selected Readings on Strategy for Success.” Minimalism Beyond Woodworth, Warner, and Chris Meek. Constraints Management.* the Nurnberg Funnel. Creating Labor-Management Partnerships.*

Liddle, S. W. Proceedings of the ER ’97 Workshop on Behavioral Models and Design Transformations: Issues and Opportunities in Steven M. Glover Conceptual Modeling. “The Influence of Time Pressure and Accountabilty on Auditor’s Processing of Nondiagnostic Information.” The Journal of Accounting Research, Vol. 35, Autumn 1997. McQueen, G. R., and Steven Thorley. “Do Investors Learn? Evidence From a Synopsis: Professor Glover’s research highlights the importance of considering key Gold Market Anomaly.” The Financial pressures when examining professional judgment. Prior research, in a fairly sterile judg- Review. ment setting, demonstrated that professional judgment can be inappropriately influenced by irrelevant information; specifically, auditor’s fraud-risk assessments, given a mixture McQueen, G. R., and Steven Thorley. of relevant and irrelevant information (i.e., not predictive of fraud), were less extreme “Does the ‘Dow-10 Investment Strategy’ than fraud-risk assessments given only relevant information. These findings are potentially Beat the Dow Statistically and troubling, as auditors typically face a mixture of relevant and irrelevant information. Economically?” The Financial Analysts Professor Glover re-examined this finding after including two important variables perva- Journal.* sive in auditing: time pressure and accountability. Professor Glover found that under time pressure, practicing auditors filtered out irrelevant information, which significantly Merrill, Craig B. “Default Risk and the Effective Duration of Bonds.” Financial reduced the inappropriate effects of irrelevant information on fraud-risk assessments. Analysts Journal.*

19 FALL 1998 FACULTY

Accounting and Finance Kate Kirkham and Barbara Riley Albrecht, W. Steve. “Accounting 1997. "On the Front Lines: Supervisors and Diversity." Education for the 21st Century.” Australian The Diversity Factor. Vol. 6. No. 2. pp. 12-17. Accountant.* Synopsis: Dr. Kirkham and organizational consultant Dr. Barbara Riley study the dynamics Cornia, Gary C., and Lawrence W. of diversity in organizations—what is helping and hindering changes in the supervisory role— Walters. “Elements of Successful State Tax based on their research and common practice. Reform.” The Sales Tax in the 21st Century.* They examined the contribution made to managing and valuing employee differences by front line company supervision, and they documented a substantial shift in expectations for Cornia, Gary C., and Ray D. Nelson. that first level of management. First-level supervision in a company forms a substantial link “Monitoring Single-Source Revenue Funds between diversity initiative objectives and actual changes in employee behavior. Throughout the Budgeting Process.” Public In the past, the skills involved in valuing employee differences were not viewed as serious- Budgeting and Finance. ly as other business skills. Supervisors are now expected to invest in developing their diversity skills—not just awareness—and demonstrate that they can: 1) take specific actions that sup- Cherrington, J. Owen, and Marshall port diversity initiatives (including changes in a team or business unit culture) and 2) identify B. Romney. Casebook in Accounting specific implications of on-going business operations for diversity policies. Information Systems.*

Cherrington, J. Owen. CPA Review. Human Resources A Multimethod Study of Heartburn Sufferers in America.” American Glover, Steven M. “The Influence of Cameron, Kim S. “Organizational Psychological Association Behavioral Time Pressure and Accountability on Culture.” Enhancing Organizational Medicine Conference Proceedings.* Auditors’ Processing of Nondiagnostic Performance.* Information.” The Journal of Accounting International Issues Research. Cameron, Kim S. “Techniques for Making Organizations Effective.” Enhancing Cameron, Kim, and David A. Whetten Heaton, Hal B. “Eliminating Significant Organizational Performance. Developing Management Skills in Australia.* Intangibles From Property Tax Appraisals.” Journal of Property Tax Management. Cherrington, David J. The Human Fawcett, Stanley E. “Developing a Resource Self-Study Program.* Logistics Capability to Improve the McKell,L.J.,and M. B. Romney. “Risks Performance of International Operations.” and Liabilities.” Journal of Accountancy. Cherrington, David J. Organizational Journal of Business Logistics.* Behavior: The Management of Individual and Organizational Performance. Fawcett, Stanley E. “The Impact of Pinegar, J. Michael. “Interday Variations Delivery Performance on Firm in Volume, Variance, and Participation of Cherrington, David J. “Reinforcement.” Competitiveness.” International Journal Large Speculators.” Journal of Banking and A Dictionary of Human Resource of Production Economics.* Finance. Management. Fawcett, Stanley E. “Manufacturing Performance Under North American Free Pinegar, J. Michael. “The Wealth Gregersen, H. B. “Expatriate Human Trade.” OM Review.* Effects of Domestic Interfirm Licensing Resource Issues.” The Blackwell Dictionary Agreements.” Advances in Financial of Human Resource Management. Economics.* Gregersen, H. B. “Coming Home to the Arctic Cold: Antecedents to Finnish Gregersen, H. B. “Participative Decision Expatriate and Spouse Repatriation Skousen, K. Fred, and James D. Stice. Making in Employee Involvement Groups.” Adjustment.” Personnel Psychology.* Intermediate Accounting.* Human Relations.* Woodworth, Warner. “OD as Third Stice, James D., Monte Swain, and Ron Gregersen, H. B. “Repatriation.” The World Development: Microenterprise and Worsham. “The Effect of Performance on Blackwell Dictionary of Human Resource Poverty Lending Strategies for the Poor.” the Decision to Major in Accounting.” Management. Proceedings of International Association of Journal of Education for Business. Management, Organizational Management Perry, Lee T. “Strategic Restructuring.” Division. Stone, Bernell K. “The Role of Human Resource Management.* Fundamental Data and Analysts’ Earnings Woodworth, Warner. Small Really Is Breadth, Forecasts, and Revisions in the Whitlark, David B. “Consultation Beautiful: Micro Approaches to Third World Creation of Efficient Portfolios.” Research Process With Behavioral Medicine Development—Microentrepreneurship, in Finance.* and Health Psychology Problems: Microenterprise, and Microfinance.*

20 exchange FACULTY

Leadership and Ethics Sampson, S. E. “Total Quality Hart, D. K. “A Review Essay: Gertrude Applications of Customer Feedback.” Himmelfarb, The Demoralization of Brady, F. Neil. “Natural Law and Proceedings of the Decision Science Institute Society.” Administrative Theory and Praxis. Business Ethics.” Business Ethics Quarterly.* Annual Meeting. Thompson, Michael P. “Conflict Cherrington, J. Owen, and David J. Swenson, Michael J. “A Cross-Cultural Management.” The International Cherrington. Moral Leadership and Ethical Investigation of the Universality of the Encyclopedia of Public Policy and Decision Making.* Personal Selling Ethics Scale.” Proceedings of Administration. the Sixth Symposium on Cross-Cultural DeTienne, Kristen. “The Bosses’ Eyes Consumer and Business Studies.* and Ears: The Privacy for Consumers and Wright, N. Dale. International Workers Act.” Best of ABA Sections.* Encyclopedia of Public Policy and Swenson, Michael J. “Revisiting the Administration.* Academic Performance/Salesperson Godfrey, P. C., H. B. Gregersen, and Performance Relationship.” Journal of David A. Whetten. “Opening Pandora’s Box: Wright, N. Dale. “Luther Gulick.” Marketing Management. Do Good Ethics Make Good Business?” International Encyclopedia of Public Policy Strategic Management Society Proceedings. and Administration. Swinyard, William R. “Mall Shopper Values: A Descriptive Study of the U.S.” Hart, D. K. “Moral Principles of Technology Leadership.” A New Paradigm of Leadership. Proceedings of the Pan Pacific Conference XIV. Cottrell, D. M., and R. G. Worsham. Kirkham, Kate. “On the Front Lines: “Internet Tools for International Taxation.” Supervisors and Diversity.” The Diversity Swinyard, William R. “Retailing Trends The Journal of International Taxation. Factor.* in the United States: Competition, Consumers, Technology, and the Economy.” Stephan, Eric. “Five Keys to Effective International Journal of Retail and Glover, Steven M., and Marshall B. Leadership.” A New Paradigm of Distribution Management. Romney. “Software: Twenty Hot Trends.” Leadership.* Internal Auditor. Timm, Paul R. 50 Ways to Win New Woller, Gary M. “Public Administration Customers. Hansen, J. V. “A Design Approach for Ethics: A Postmodern Perspective.” Analyzing Interorganizational Information American Behavioral Scientist. Systems.” Annals of Operations Research.* Timm, Paul R. Customer Service: Career Success Through Customer Satisfaction. Marketing (Retail, Sales, and Hansen, J. V. “Designing Services) Backpropagation Networks Using Genetic Timm, Paul R. “From Slogans to Algorithms.” Intelligent Systems in Strategy: A Workable Approach to Accounting, Finance, and Management. Geurts, Michael D., Michael Swenson, Customer Satisfaction and Retention.” and David Whitlark. “Forecasting Sales Clinical Laboratory Management Review. With Response Models.” Advances in Hansen, J. V., and R. D. Nelson. “Neural Business and Management Forecasting. Networks and Traditional Time Series Whitlark, David B. “Effectively Methods: A Synergistic Combination in Translating In-Depth Consumer Geurts, Michael D. “A Glossary of State Economic Forecasts.” IEEE Understanding Into Communications Definitions for Distribution and Transactions on Neural Networks. Marketing.” Industrial Engineering Strategy and Advertising Practice.” The Means-End Approach to Understanding Terminology of Industrial Engineers.* Hunt, H. Keith, and Scott M. Smith. Consumer Decision Making: Applications “Retail Browsing Behavior.” 9th to Marketing and Advertising Strategy.* Hunt, H. Keith. “Consumer International Conference on Research in the Satisfaction/Dissatisfaction.” Encyclopedia Distributive Trades Conference Proceedings.* of the Consumer Movement. Public Management McKell,L.J.and Marshall B. Romney. Sampson, S. E. “Competitive Cornia, Gary C., and Lawrence C. “The Battle of the Web Editors.” The New Ramifications of the Unified Services Walters. “The Implications of Utility and Accountant. Theory.” Proceedings of the Decision Science Telecommunications Deregulation for Institute Annual Meeting. Local Finances.” State and Local McKell,L.J.and Marshall B. Romney. Government Review. “Establishing an Internet Presence.” The Sampson, S. E. “Employing Internet New Accountant. Technologies to Gather Customers’ Quality Hart, D. K. “Adam Smith,” and “Noblesse Perceptions.” Proceedings of the Decision Oblige” International Encyclopedia of Public McKell,L.J.and Marshall B. Romney. Science Institute Annual Meeting. Policy and Administration. “The Year 2000 Problem.” CPA Journal.

21 FALL 1998 FACULTY

Perry, L. T., and Monte R. Swain. “Intel’s Internet Entanglement.” Case Research Journal.* Marriott School Faculty Fellowships,

Prawitt, Douglas F., and Marshall B. Romney. “Emerging Business Professorships, and Chairs Technologies.” Internal Auditor.

Prawitt, Douglas F., and Marshall B. Romney. “A Journal Survey: The Software Chair Recipient CPAs Use.” Journal of Accountancy.* Marriott Ned C. Hill Harold Silver Bernell K. Stone Romney, Marshall B., C. Spilker, and Fred Meyer William R. Swinyard R. G. Worsham. “Tax Software Buyers’ Guide.” Journal of Accountancy.* Professorship Recipient O. L. Stone Gibb Dyer Quass, D. “Concurrency Control Theory Nyal McMillian Don Livingstone for Deferred Materialized Views.” Proceedings of the International Conference Denny Brown Hal B. Heaton on Database Theory (ICDT).* Stewart Grow Gary Cornia Joel Peterson J. Michael Pinegar Quass, D. “Improved Query Sorenson Family Lee T. Perry* Performance With Variant Indexes.” NAC Robert J. Parsons Proceedings of the ACM SIGMOD Douglas Driggs Robert H. Daines* International Conference On Management Earl Garrett Michael D. Geurts of Data.* Georgia White Sheri Bischoff Jack Wheatley David Whetten Quass, D. “Lorel Query Language for Robert J. Smith Robert L. Gardner Semistructured Data.” International Journal of Digital Libraries.* KPMG Lee Radebaugh Mary & Ellis J. Owen Cherrington Quass, D. “Maintenance of Data Cubes Glen D. Ardis James V. Hansen and Summary Tables in a Warehouse.” Deloitte & Touche G. Fred Streuling Proceedings of the ACM SIGMOD Rachel Martin Dave N. Stewart* International Conference on Management Ernst & Young Boyd C. Randall of Data.* Arthur Andersen W. Steve Albrecht Dennis O’Brien Darral G. “Pete” Clarke Quass, D. “On-line Warehouse View Maintenance.” Proceedings of the ACM SIGMOD International Conference on Fellowship Recipient Management of Data.* Goldman Sachs Grant R. McQueen Young Scholar James D. Stice Quass, D. “Physical Database Design Young Scholar Stan Fawcett for Data Warehouses.” Proceedings of the Young Scholar Kristen DeTienne* International Conference on Data H. Thorsell Gary K. Rhoads Engineering (ICDE).* H. Thorsell Michael J. Swenson Grant Taggart Craig B. Merrill Quass, D. “Querying Semistructured Reed Dame Kristie Seawright Heterogeneous Information.” Journal of Glen D. Ardis Brian C. Spilker Systems Integration.* Warnick/DT Douglas Prawitt Stone, Bernell K. “Government Support and the Financing of Technology *Awarded in 1997-98 Development: Lessons for Developing and Developed Economies.” Policy-Based Finance and Market Alternatives.

22 exchange GRADUATE ALUMNI BOARD changesUNDERGRADUATE updatesCAREER SERVICES RANKINGS HONORING awards in brief STUDENTS fall 1998 Winter 1998

• Blake Roney, Chairman of the Board of Nu Skin • Graduate Career Services held its third annual Recruiter Ski Days. Enterprises, Inc., received the 1997 Honored Alumni Award from the Marriott School and • The Institute of Public Management received a large donation from the Romney family and was addressed the student body. renamed the George W. Romney Institute of Public Management.

• The Alumni Board held its semi-annual meeting. • The Marriott School of Management’s MBA Program was ranked 46th in U.S. News & World Report.

• Honored Student Awards were presented to • Dean K. Fred Skousen was named BYU’s advancement vice president. Kristen D. Knight and Matthew J. Beecher. • Jackie Clegg, vice chair of the Export-Import Bank of the United States, addressed students. • John W. Snow, CEO of CSX Corporation, was honored as the Marriott School’s International • Jon M. Huntsman, founder, chairman, and CEO of Huntsman Corporation, was named Entrepreneur Executive of the Year. of the Year by The Center for Entrepreneurship.

• The National Advisory Council held its annual • The Alumni Board held its semi-annual meeting. meeting. • Robert E. Hoskisson, professor at Michael F. Price College, received the William G. Dyer • Graduate accounting students won second place Distinguished Alumni Award. at the Arthur Andersen Tax Challenge, bringing home a $10,000 cash award; undergraduate • Ronald and Kaye Gunnell donated $1 million to the Marriott School’s Insurance, Risk Management, students also placed in the top 10, earning an and Financial Services Program. additional $1,500. • Henry J. Eyring was named director of the Master of Business Administration Program.

• The first Hawes Scholars were announced: Jose Barreiros, Paula Christiansen, Brett Chugg, Josie Dalton Esplin, Robert Peterson, Aaron Rasmussen, and Antonio Carlos Urquiza. Spring 1998 • Lee H. Radebaugh was named director of the School of Accountancy and Information Systems. Summer 1998

• Jeffrey H. Dyer, a visiting faculty member from the Wharton School at the University of Pennsylvania, was awarded the first Donald L. Staheli Chair of International Management. • W. Steve Albrecht and Lee T. Perry were named associate deans. • The Marriott School of Management’s Fourth Annual Management Conference was held. • The Marriott School placed 18th in Success magazine’s ranking of the best business schools for entrepreneurs. • John Lewis, former director of Marriott School Alumni and Public Relations, was named BYU’s associate advancement vice president for marketing. • The graduate accounting program was ranked second in the nation by Public Accounting Report; the undergraduate accounting program was • Ned C. Hill was appointed dean of the Marriott School of Management. ranked third.

23 FALL 1998 SUMMER 1998 NOMINATIONS managementCONFERENCE foundersalumni

NASBA Nominates Fourth Annual Management Spackman Conference Highlights

“Successful Leadership in Organizations, Communities, and Families,” the Marriott School’s Fourth Annual Management Conference, was the capstone event of the 1997–1998 school year. Keynote speakers and guest presenters addressed alumni and friends from the international business community on topics of professional and spiritual interest. Five keynote addresses were given at the conference. Keynote speakers were Dave Checketts, president and CEO, Madison Square Garden; Boyd Clarke, CEO, The Tom Peters Group; John Huntsman, chairman and CEO, Huntsman Corporation; Lynn Martin, former secretary, U.S. Department of Labor and advisor to Deloitte and Touche; and Peter Vidmar, Olympic Gold Medalist and CBS Sports Broadcaster. Dennis Paul Spackman, CPA and chief accountant for The Church of Jesus Presentations were given by: Christ of Latter-day Saints, co-chaired • president and CEO, Fisher-Price the Western Regional Meeting for the Gary Baughman, • professor of Church history and doctrine, Brigham Young University National Association of State Boards of Susan Easton Black, • homemaker Accountancy (NASBA) last June. He Melinda Cameron, • head coach, men’s basketball, Brigham Young University assumed the position of vice chairman Steve Cleveland, • executive VP and CEO, National Association of Home Builders of NASBA in October and after one year Kent Colton, • president and CEO, The Game of Work will advance to chairman. Charles Coonradt, • composer, musician Spackman was also recently appointed Kenneth Cope, • director, Humanitarian Service and Latter-day Saint Charities, Inc. a member of the Conceptual Framework Garry Flake, • member of the Quorum of the Twelve, The Church of Jesus Christ of Task Force for the Independence Elder David B. Haight, Latter-day Saints Standards Board, established by the • assistant professor of management communication, Brigham Young University Securities and Exchange Commission Kaye Hanson, • , CEO, Great Basin Companies and the American Institute of Certified Eric Jackson • professor of philosophy, Brigham Young University Public Accountants to create and adminis- Truman Madsen, • VP and director of Worldwide Human Resources, Texas Instruments ter independence standards for CPAs Charles Nielson, • manager of Field Operations, Humanitarian Service and Latter-day Saint performing SEC registered audits. The Martin Openshaw, Charities, Inc. task force will provide the foundation for • adjunct professor, Brigham Young University, and teacher, Orem Institute of Religion, the board’s principle-based standards. Ed Pinegar, Utah Valley State College His current responsibilities with the • associate professor of family sciences, Brigham Young University Church include directing the administra- Lynn Scoresby, • painter, fine artist tion of the Church’s financial policies and Liz Lemon Swindle, • president and COO, Provant, Inc., and former chairman, Times Mirror procedures, systems of internal control, Jack Zenger, Training Group prospective financial and performance analysis, and reporting.

The following are highlights of four keynote speeches. Jon Huntsman’s presentation is featured on page six.

24 exchange ALUMNI

Boyd Clark The distance of leadership is one arm’s length. “Leaders at all levels” is the motto—not someone who leads the whole The Leadership Challenge—How to Get organization, but leaders at all levels. Who do we look to for Extraordinary Things Done in Organizations, the vision? We look to the person we report to, or maybe their Communities, and Families boss. If you can take that message to your organizations, it can profoundly change the world. It can lift the fog. believe that leadership— Leaders communicate on three channels: factual, emotional, I recruiting leaders, developing and symbolic. Those who do not use all three channels just leaders, and then retaining don’t get through. This is why parables are so powerful. There them—will be the most signifi- is some excellent research coming out right now about how the cant issue facing businesses in human mind works, and it really says this: we take facts, we America in the next ten years. add emotions to those facts, and then we create more complex How many of you are symbols. When leaders communicate on all three channels, managers? How many of you they create a shared experience that’s factual, emotional, and are leaders? It’s a profoundly symbolic, and that somehow brings people together. different question, isn’t it? I suggest, that for those of us who have the courage to raise our Dave Checketts hand and say, “Yes, I am a leader, or I would be a leader,” it is by focusing on our social systems The Sports Bermuda Triangle— that we can make the most impact. Can management be Players, Agents, Writers taught? Can leadership be taught? I believe passionately that leadership can be taught, but the process is quite different than et me make just four quick teaching management. Management, I might suggest, is an L points: affair of the head, and leadership is an affair of the heart. 1. I think we should remind I would like to share a model of leadership that has helped a ourselves in whatever industry lot of individuals become profoundly better leaders. The five we are in or whatever role we practices are these: play, of the absolute freedom of Leaders are people who take risks and challenge the process. the truth of being totally honest. That profound leap from one way of doing business to another. I love the statement by Joseph Inspire a shared vision. Most leaders underestimate the diffi- Smith, just before he was culty of going from having a vision to having a shared vision. martyred, “I have a conscience Enable others to act. The role of the leader: we follow leaders void of offense toward God and because of how they make us feel, whether it’s inspired, or toward man.” I challenge you to strong, or capable, or committed. carefully question, and ask in Model the way. If you need the organization to work a little your business life, in your personal life, “Do I twist answers to bit harder, there’s a way to make that happen. If you need the serve my purposes, do I withhold information that people have organization to be more focused on key principles, there’s a way a right to know, do I answer questions with complete accuracy, to make that happen. or do I dramatize to get my way and enhance my reputation?” Encourage the heart. It is [through] expressions from other 2. There is power in confronting your problems with boldness. human beings that we know we’re doing some things right. Take the opportunity during the hardest moments of your life, There are other ways and other communications we can receive business or personal, to confront your problems with boldness. that also let us know if our life is on the right track, but this Teddy Roosevelt has given more great quotes about leadership, communication, this expression of thanks from each other, is “In any moment of decision, the best thing you can do is the an important one. This isn’t about budget—it’s not about right thing. The second best thing you can do is the wrong thing. money. It’s about an expression of gratitude and thanks and And the worst thing you can do is nothing.”We allow problems appreciation for people’s talents, skills, and contributions. to fester and fester. We think maybe they’ll go away. That’s espe- cially true when we are dealing with the press, or when we are We know that individuals who engage in these five practices dealing with people who are trying to hurt us in some way. We accomplish a lot more than individuals who don’t. What is it don’t want to fire this person. We don’t want to act on that pro- we are after in our businesses? Frankly, in our families and in motion. It will upset people. We want to avoid conflict. Confront our communities? Voluntary contribution. Volunteering the your problems boldly, or you’re not going to survive. heart and the mind, not just the back. So, if you want voluntary 3. I believe in running value-based organizations. I think a contributions, if you engage in these five practices, you’ll be value-based organization will make everyone up their game. light-years ahead. When I talk about being value based, I think we ought to stop

25 FALL 1998 ALUMNI apologizing that many of us have a strong commitment to The Think of it this way. Your fathers never worked for a woman, Church of Jesus Christ of Latter-day Saints. That is nothing to ever. Your sons will. Where are you in that continuum? The hide in the workplace. There is a desperate need in this country quality of the boss, the quality of the management matters. for discussion of values on a regular basis in America’s compa- Does it mean you manage the same way? I’ve come to believe nies. So as we navigate through these difficult waters, I believe that men and women manage in fundamentally different ways. the process of mission statements—of clear objectives—the Women from early on are far more nurturing; they like to have process, if value-driven, will move the organization. agreement. That’s usually a plus in teamwork. Men are far more 4. If you have read Alma 41:14-15 carefully, you know the competitive right from the start. That can be a good thing. In law of restoration is not just that every hair of our head will be other words, neither are failure of method, but the combination restored to its proper frame, it’s more than that. All you send may be very good indeed. Women, for instance, may be judged into the lives of others, comes back into your own. “Therefore inappropriately if you judge them only by male standards. my son, see that you are merciful unto your brethren. Deal If you judge them by how much they match the male model, justly, judge righteously, and do good continually; and if ye do they’re never going to make it. all these things, then shall you receive your reward.” What is the Women are almost afraid to use the word intuitive because reward? “Yea, ye shall have mercy restored unto you again; ye we now want to have proof for everything. But because we’ve shall have justice restored unto you again; ye shall have a right- been taught, learned, biologically, to listen and to hear all those eous judgment restored unto you again; and ye shall have good undercurrents, we’ll be far more aware of some things, even if rewarded unto you again. For that which ye do send out, shall we can’t tell you why we know them. Where men could have a return unto you again and be restored; therefore, the word divorce occurring in front of them and wouldn’t have a clue, restoration more fully condemneth the sinner, and justifieth women seem to intuit a problem. Think about the strength of him not at all.” May we, as the leaders of organizations, contem- bringing both the male and female management skills together. plate the state of the world. Let us not be discouraged by that. This is what new management is about. Let us be encouraged that the faith and devotion of a small I learned early that men wanted lists. Very sincerely, they group of people, who are committed to treating others with wanted to know the five things they could do and make it right. respect, will make a change in the world. May we as leaders, as As a woman, I didn’t want to give them a list. I wanted them people committed to good, restore good and do good in our to understand. I wanted them to develop the consciousness, the business communities and in our lives. attitudinal changes, that would make a list unnecessary. I’m going to give you a list, and hope the list will work backwards Lynn Martin in letting you develop attitudes. 1. Attitudes take too long to change—change behavior. If Managing a New American Workforce you’re a manager, direct behavioral changes. Most Americans know what you should and shouldn’t do. ere’s the end to a myth: 2. Ask questions. This is especially important as the work- HWhen you do something place becomes more diverse. for women in your business, it is 3. Get help. I know, I know, I know—asking directions would somehow anti-man, or only for get a list from somebody. women. You will find out that any- 4. Do not ever let a human resource department, or yourself, thing that works for them, the men say you don’t know and can’t measure. If you can’t measure, like. If it’s a better workplace, it’s a something’s wrong. If you had a group of salesmen and they better workplace. If there’s more weren’t selling anything, you wouldn’t say, “Ah, but they’re emphasis on family and how we trying hard.” can make that happen, that’s good; 5. Recognize there’s a reason and a purpose to this. these young men today want to be Interestingly enough, by improving the place where people work, more involved with families. That by improving the people that work there, and by making life is, of course, a basic tenet of the better for everyone, you get better services and better products. Church: No absentee fatherhood. And although everyone says it’s 6. Remember your faith, and the worth of each individual, okay to have a family, it still isn’t if you’re a woman in business. because if you truly do treat people that way, the reflection will I think it’s time to end saying, no, none of that’s true. Where be on you and on them. it’s going to change is in this room. It’s going to change. Yes, If we can make this work, if our idea that a child’s mind and from men; from men who more and more look at alternate heart should be open regardless of color or ethnic background routes. “How do we make this work together. How do we as or gender, and that a child’s talents should grow to fruition, colleagues, men and women alike, begin walking down this then indeed, we will be doing what your ancestors did when path?” It means not assuming everything is going to be okay, they braved a continent to come to a new place. They didn’t and it means for you men and women hearing some of the know where they were going, they didn’t know it was going to things you don’t want to hear. turn out okay, but they said, “We know we have to go forward.”

26 exchange ALUMNI

Peter Vidmar It’s really easy to put forth effort when I like what I do, when I’m having fun, having a good day, when I get results, especially ROV—Risk, Originality, and Virtuosity: instant results. It’s always more difficult when I don’t feel like it, The Keys to a Perfect 10 I’m not having a good day, I’m tired, and when the results aren’t there immediately. Only the best—and I was really fortunate to ISK. Taking risks in my be able to train with the best—always seemed to figure out a Rsport involves making mis- way to really focus when they didn’t feel like it, when it was just takes. It’s okay to fail so long as I plain inconvenient to put forth any more effort. If I could figure learn from those mistakes, and out a way to become more like them, that’s when I improve. yet those learning moments are That’s when I make gains relative to the other guy. More impor- so painful. It wasn’t fun when it tantly, that’s when I gain the character I might need to be able happened. I hated the experi- to handle something that’s as important to me and maybe as ence, but I’m glad it happened stressful as the Olympic Games. I don’t care if the goals or the because it taught me to really objectives were six months down the road, or six years down focus in on those things that I the road, if somehow we could get a clearer vision of what we had to work on to really get bet- were working for. A clearer vision of the finished product. ter. Had I never made a mistake, From a leadership standpoint, we all know you can never inflict I probably would have contin- goals on people—especially kids. They have to own those goals ued to take that skill for granted, not trained it appropriately, themselves to be very effective. and very easily under much greater pressure, I could have fallen off the horizontal bar at the Olympic Games. Little extra Next year’s conference will be held June 24-26 at the BYU Conference efforts, at least in what I do, make a big, big difference. I use fif- Center. The golf tournament will take place at Thanksgiving Point’s Johnny teen minutes a day as an example because it’s so easy to take a Miller Course. For more information about next year’s conference, call small increment of time like fifteen minutes a day and blow it (801) 378-4123 or email [email protected]. off as worthless. I mean, come on, Peter, give me a break. You’re going to tell me that fifteen minutes a day has got some major impact on my life? Please! Well, fifteen minutes a day every day for one year adds up to over ninety-one hours. If an athlete Ballard Elected President trains in a sport for three hours a day, and he or she chooses to train an extra fifteen minutes a day, after one year, that’s an extra ninety-one hours. That’s an extra month of training based on a three-hour-a-day workout schedule every year.

ORIGINALITY. The key to originality, the key to innovation, the key to creativity in my sport is to stop watching the other guy. Now, I have to know where the trends in my sport are going. I have to be very, very aware of who all those athletes are, who the competition is and what they do, but I can’t base or pattern my performance after someone else. My goal is to try to Mike Ballard, APR, president of Ballard Communications, Inc. (BCI), get to the point where everyone else is watching me, where I am was elected 1998–99 president of the Association of Latter-day Saint the standard. That’s not easy, but that’s the goal. One of the Public Relations Professionals at their annual conference held in May. things we had to do as a team was stop playing this little game The association is designed to create a network of skilled communica- called catch-up. They got originality points; we got nothing; we tors who lend their expertise to the Public Affairs Department of were being copycats—doing just what it took to keep our heads The Church of Jesus Christ of Latter-day Saints and to encourage above water. Sometimes we trip and fall over really good ideas. interaction among professionals with similar values and beliefs. If we’re alert, we pick them up and use them to our advantage. Ballard’s firm was recently recognized as the 140th largest That’s originality—to stop playing catch-up, stop watching the independent public relations firm according to O’Dwyer’s PR Services other guy, do things on our own that we know are going to Report for excellence in the field of public relations. He is currently make a difference. president elect of the Las Vegas Chapter of the Public Relations Society of America and serves on the Alumni Board of the Marriott VIRTUOSITY. In my sport, that means doing something School of Management. BCI, a partner in Pinnacle Worldwide, is with more amplitude, more extension, more artistry, so a judge Nevada’s largest independent public relations firm, specializing in looks at that skill this time and says, “Wow, I’ve seen that done strategic and public relations planning, public affairs, and national before, but not like that.” It’s called repetition, repetition, repeti- and local media relations. tion. And that’s just not fun. It’s really easy when we feel like it.

27 FALL 1998 ALUMNI

Albert Haines Ralph R. Neilson National Advisory Senior Vice President, Administration Partner, Director of Real Estate Council American General Corporation LeBaron Investments Stephen W. Hansen Ted D. Nelson The Marriott School National Advisory Council was formed to achieve the Executive Vice President Chairman, President, CEO following purposes: Norwest Corporation Opal Concepts, Inc. • to share the council’s professional experience with the dean, faculty, and students • to develop professional contacts for the Marriott School Rodney A. Hawes, Jr. Glenn W. Nielson • to enhance the reputation and visibility of the school Chairman, CEO Chairman • to promote excellence in management education Life Re Corporation Y-Tex Corporation • to assist students as advisors and mentors • to create internship and placement opportunities J. Frederick Huckvale Mel Olsen • to assist with fundraising Chairman, President Retired Vice President Huckvale, Inc. American Airlines Nolan D. Archibald Kent W. Colton Chairman, President, CEO Executive Vice President, CEO John A. Jex John E. Ord The Black & Decker Corporation National Association of Home Builders Partner CEO Deloitte & Touche Ord & Rodgers Construction, Inc. Gary S. Baughman Richard E. Cook President, CEO Retired General Assitant Controller Warren Jones Richard M. Oveson Fisher-Price, Inc. Ford Motor Company Chairman Emeritus Senior Vice President, Research & Second Quorum of the Seventy Hehr International Development William P. Benac Church of Jesus Christ of Latter-day Saints Faneuil Group Chief Financial Officer Edmund C. King First Plus Financial Group, Inc. Duke Cowley Retired General Partner Stephen B. Oveson President Ernst & Young LLP President Cowley Companies, Inc. V. Stanley Benfell Suite Thinking Executive Vice President, Chief John Knab Marketing Officer Reed Dame Chairman, CEO Dan R. Paxton Beneficial Life Insurance Company President Phonex Corporation Woodgrain Millwork, Inc. President Organizational Leadership Resource W. Lowell Benson J. Christopher Lansing Executive Vice President Lee Daniels President, CEO L. Tom Perry O.C. Tanner Company President, CEO Ted Lansing Corporation Titus Communications Quorum of the Twelve Apostles J. David Billeter Church of Jesus Christ of Latter-day Franklin Lewis Saints Retired Vice President Donald D. Davis Retired Senior Vice President, Assistant to President, Strategy & Zions First National Bank Technology Employee Relations Alan G. Perriton CSX Transportation Brigham Young University Dallas H. Bradford President Retired Partner General Motors Korea Jacob de Jager Ronald E. Malouf Arthur Andersen LLP Quorum of the Seventy Emeritus President, CEO Rulon E. Rasmussen Church of Jesus Christ of Latter-day Malouf Company, Inc. W. Brandt Brooksby President Saints President Rasmussen Financial Group Leora Marcheschi, widow of Basco Weston E. Edwards Hank Marcheschi Robert C. Rich A. Bradford Bryan, Jr. President Former Chairman Weston Edwards & Associates American Telecommunications, Inc. Executive Vice President Senior Vice President Master Lock Company Marriott International Alan Folkman Richard E. Marriott Joseph A. Cannon Senior Vice President, CFO Chairman Ronald E. Robison Chairman Columbia Management Company Host Marriott Corporation Managing Director Geneva Steel Trust Company of the West Greg Geiger James B. Martino Wilford A. Cardon Director, European Finance Analysis and President, CEO Kevin B. Rollins Partner Sales Russell-Newman, Inc. Senior Vice President, Corporate Strategy Cardon Oil Company Ford Motor Company Dell Computer Corporation D. Reed Maughan Ralph Christensen Partner W. Mitt Romney Vice President, Human Resources Lloyd D. George U.S. District Judge Price Waterhouse LLP Managing General Partner Hallmark Cards, Inc. Bain Capital Don R. Clarke Robert E. Greene D. Richard McFerson President President, CEO Chairman, CEO George C. Scott Lord & Taylor Division Opal Concepts, Inc. Nationwide Insurance Enterprise Business Consultant

John G. Clawson Robert P. Haight Nyal D. McMullin Ralph F. Severson Retired CEO Vice President, Investments Special Limited Partner Limited Partner Hill-Rom Company A.G. Edwards & Sons, Inc. El Dorado Ventures Goldman Sachs & Company

28 exchange ALUMNI

Ted D. Simmons (Deceased) Stanford C. Stoddard Rustin R. Howard Matthew Mosman Managing Director, Physical Facilities Banking Consultant Chairman Senior Director of Corporate Development Church of Jesus Christ of Latter-day IDI Oracle Saints John A. Taylor Retired Media Consultant Ted A. Izatt Christina B. Peterson E. Jeffery Smith The Procter & Gamble Company Senior Vice President (Past President) Chairman Jackie Trujillo Lehman Brothers Smith-Harrison Direct Response Consultant Chair Person, President of Operations Health Care Services Marketing Harman Management Corporation Susan Lawrence Senior Vice President Menlo F. Smith G. Roger Victor Everen Securities Martin G. Peterson President Retired President Vice President White Lightning Products Corporation J P Realty St. Louis Temple Tim W. Layton Olene Smith Walker President David E. Sorensen Lieutenant Governor Medeco Security Locks Mark Quinn Retired Vice Chairman State of Utah Partner Nevada Community Bank John B. Lindsay KPMG Peat Marwick Second Quorum of the Seventy Kay R. Whitmore Attorney Church of Jesus Christ of Latter-day Saints Retired Chairman, President, CEO Callister, Nebeker, & McCullough Eastman Kodak Company A. Kim Smith LeRoy K. Speirs Vice President CEO Mark H. Willes Stephen Marriott Goldman Sachs Maison Investment Management Chairman, President, CEO Vice President, Corporate Lodging Company Times Mirror Marriott International Thomas W. Smith Dean G. Wilson Director of Information Systems Donald L. Staheli (Executive Ann C. Matthews EnviroTech President Attorney Committee Chair) T. J. Products Pillsbury, Madison, & Sutro Retired Chairman, CEO Bryan L. Sudweeks Continental Grain Company Don Wood Mark C. McBride Managing Director, Senior Portfolio Second Quorum of the Seventy President, CEO Vice President, Corporate Controller Manager Church of Jesus Christ of Latter-day Saints Dynatec International, Inc. Evans & Sutherland Computer Montgomery Asset Management Corporation Charles R. Stucki Marriott School Glen Mella (President) Vice President Worldwide Applications Vice President, Marketing TenFold Corporation Alumni Board TenFold Corporation

Steven C. Merrell (Vice President) Douglas I. Thompson The purpose of the Marriott School Alumni Board is to promote alumni identity and Senior Portfolio Manager President develop within alumni and students a greater desire and commitment to support American Express Financial Corporation Ivan Thompson & Company the Marriott School. This is accomplished by: • advising the school on programs that affect alumni and students Kirt W. Montague David S. Wells • accessing, encouraging, and developing resources that can serve the Attorney Regional Insurance Manager continuing interests and needs of alumni Vance, Romero, & Montague P.S. Motors Insurance Corporation (GM) • encouraging and facilitating alumni support of students • promoting greater financial support of the Marriott School among alumni Entrepreneur Hal G. Anderson Thomas J. Crawford Vice President, CFO Executive Vice President Founders Smith, Henderson, & Associates Lozier Corporation Classroom instruction in theory is only the beginning of education in entrepreneurship. D. Michael Ballard Maryann Cropper The best programs combine teaching with participation of real-life entrepreneurs. President Audit Manager Hundreds of visits to campus each year by our Entrepreneur Founders bring Ballard Communications, Inc. Deloitte & Touche LLP the real world into the classroom. They teach case studies, make presentations in the Entrepreneur Lecture Series, participate in panels at seminars, and mentor Gary Beckstrand Martin W. Egbert students. They assist in the continual evaluation of our curriculum and advise us Vice President, Marketing Director of Acquisitions on how it can be improved. Franklin Covey Company Realty Management, Inc. This time, so freely given, is a “win-win” situation not only for the students, but also for the Founders. Peter A. Fatianow Marcelle Brown Vice President, Development Manager, Automation Planning Dixon Abell G. Kent Archibald Speciality Care Network MCI Executive Vice President President, CEO Craig A. Fruehan Ouachita Fertilization Company Medwave, Inc. David A. Coppins Site Purchasing Manager R. Jay Allen Partner Alan Ashton Intel Attorney, Real Estate Development Monitor Clipper Private Legal Practice Travis P. Greenwood Larry K. Bair Reid Cram Executive Vice President Dudley G. Anderson President Vice President, Long-Term Care Greenwood & Company Commercial President Columbia Ultimate Business Hill-Rom Company Real Estate Consultants West Systems, Inc.

29 FALL 1998 ALUMNI

Don L. Ballantyne Scott Frazier J. Christopher Lansing Mel Potter President Private Investor President, CEO President, Owner Cal-American Communities, Inc. Apple Tree Investments Ted Lansing Corporation Potter & Son, Inc.

A. Blaine Bowman Richard J. Galbraith Dennis P. Larkin William Price President, CEO Retired President Sole Proprietor Director, Institute of Marketing Dionex Corporation Galbraith and Green, Inc. Dennis P. Larkin & Associates Marriott School of Management

William D. Brady Larry M. Gibson Klaus K. Lassig C. Martin Rasmussen President, Owner CEO Founder, CEO, President President Brady Industries, Inc. Dentrix Dental Systems, Inc. Lassco Sound & Systems Happijac Company

W. Brandt Brooksby Stephen W. Gibson Larry Linton Dana Thornock Rasmussen CEO Private Investor Founder, President, CEO President Bungee International Manufacturing Barclays Investments, Inc. Landa, Inc. DanMar Health Corporation

Denny L. Brown Robert Granum Kyle Bowen Love William M. Raymond Chairman Granum Partners Utah Valley Entrepreneurial Forum Chairman, CEO Brown Publishing The Walton Company Melvin C. Green Melvin J. Marion D. Page Busken Manufacturer’s Representative Dan Roberts CEO President, Owner Hat Brands, Inc. The Financial Resource Group Creative Color Busken Bakery, Inc. Dale J. Marquis Blake M. Roney Ron Gunnell Christopher B. Cannon Co-Chairman Chairman, President, CEO CEO Chairman Pacifica Real Estate Group Nu Skin International, Inc. Health Benefits America Cannon Industries John D. McCoy S. Lee Ross William W. Compton Robert D. Hazen President CEO Chairman, CEO Owner John D. McCoy Sales, Inc. American Energy Operations, Inc. Tropical Sportswear International Robert D. Hazen, CPA Corporation John D. McKeon James E. Sheffield Charles R. Hobbs Vice President President Jonathan Coon Retired Executive Howard & Phil’s Western Wear Sheffield Homes, Inc. 1-800-CONTACTS Daytimers Nyal D. McMullin John M. Simcox Charles A. Coonradt W. Douglas Horne Special Limited Partner President Chairman, President President El Dorado Ventures J. C. Keepsake, Inc. The Game of Work, Inc. Horne’s Lodging Properties Michael Morgan Hyrum W. Smith Stephen R. Covey Paul L. Hulme StarTek CEO Chairman Founder, Chairman Franklin Covey Company Franklin Covey Company Alain Pinel Realtors Jerry C. Moyes President, CEO Jeffrey C. Smith Kelly Dame Eric Jackson Swift Transportation Company, Inc. President Vice President Chairman Smith and Associates Woodgrain Millwork, Inc. Great Basin Companies Melvin Olsen Retired Menlo Smith Ronald C. Dodson Stephen J. Jenkins American Airlines Chairman President President Sunmark Capital Corporation R. C. Dodson and Company Jenesys, LLC John E. Ord Owner Sharon L. Smith Max Farash Gerald C. Johnson Ord & Rodgers Construction, Inc. Chairman, President Founder, CEO J. Cyril Johnson Investments Smith Frozen Foods, Inc. The Farash Corporation Warren R. Osborn Darryl Jorgensen LeRoy K. Speirs Ross N. Farnsworth, Jr. President Stephen B. Oveson President President Viking Elevator Company, Inc. President, Chairman Maison Investment Management Great Western Asset Group, Inc Suite Thinking Company John M. Knab Ross Farnsworth, Sr. Chairman, CEO Dave Perry Terry Stimson President Phonex Corporation President, CEO President, General Partner Farnsworth Development Cascade Toy Stimson Enterprises, Inc. Richard M. Knapp Rick C. Farr President William O. Perry Ronald V. Stone Owner University Properties, Incorporated & President Partner C. Eric Farr & Associates Affiliates Perry Homes, Inc. Stone and Associates

James R. Fraser Glade M. Knight Brent D. Peterson Thomas R. Stone Chairman, President, CEO President Vice President, Product Research Partner Brighton Bank Cornerstone Realty Group, Inc. Franklin Covey Company Stone and Associates

30 exchange ALUMNI

Paul K. Sybrowsky Craig Willet MASTER OF ORGANIZATIONAL Kent H. Cannon Chairman Owner BEHAVIOR ALUMNI BOARD Beneficial Life Ameritech Library Services Willet & Associates, LC Gibb Dyer J. Richard Clarke Phillip C. Thomas R. Kirk Wilson Director, MOB Program Marriott School of Management CEO President, CEO Ross Davidson Legacy Ventures Brown & Cole, Inc. USAA Starr Eckholdt President Bruce C. Walborn Donald M. Wood CSD Ron Gardner Managing Director President, CEO Fred A. Moreton & Company Park Management Company, LLC Dynatec International, Inc. Paul Gustavson President Carter A. George Don Watkins Ray Zinn Organ Planning and Design, Inc. Retired, Oxford Financial CEO President, CEO ACI Computer Accessories Micrel, Inc. David Hanna Leonard E. Graham, Jr. Senior Consultant The Acacia Group Franklin Covey Company

Other Marriott School Ronald C. Gunnell Louise Illes Administrative Solutions Group Support Groups Vice President, Organizational Capability and Development Novations Robert H. Harmon Planned Estate Service SCHOOL OF ACCOUNTANCY John T. Cody, Jr. & INFORMATION SYSTEMS President Kate Kirkham ADVISORY BOARD J C Penney Stores Faculty John W. Homer Marriott School of Management Oxford Financial Keith R. Halls (Chair) Gary Crittenden (President) Vice President President, Hardware Stores Victoria Laney Rodney B. Leavitt Nu Skin International, Inc. Sears, Roebuck & Company Consultant The Leavitt Group Philip B. Arnold Brad Johnson Partner Chris Meek Cheryl M. McBeth CFO, Chief Administrative Officer Ernst & Young LLP Faculty Marriott School of Management Land’s End, Inc. Marriott School of Management Gary Carter Craig B. Merrill Keith Lovett Vice President Weldon Moffitt Marriott School of Management Technology Solutions Co. Senior Vice President Retired Faculty Fred Meyer Marriott School of Management Kenneth L. Cooke J. Michael Pinegar Marriott School of Management Tax Partner Jed Norden Patrick O’Hara Price Waterhouse LLP Senior Vice President, Human Resources Vice President, Human Resources and Payless ShoeSource Facilities Craig E. Isom Rulon E. Rasmussen Fluke Corporation Rasumssen Financial Group Partner Ralph W. Salo Arthur Andersen LLP Sr. VP/CFO, Finance and Strategic Lee Perry Planning Stephen L. Richey H. John Marsh, Jr. Associate Dean Target Stores New York Life Managing Director, FMD Marriott School of Management Federal Farm Credit Banks Keith Saunders Norm Smallwood Ronald E. Seamons Gary McIver Executive Vice President, Finance Managing Director Marriott School of Management Tax Partner ZCMI Novations Consulting Group Deloitte & Touche LLP William R. Siddoway Dave Fielding Mike Theobald Marriott School of Management Michael T. Ringwood Regional Vice President Director, Organizational Development Vice President, Human Resources Kmart Stores The Church of Jesus Christ of Latter-day Huntsman Corporation Saints Craig Smith Alan Stewart Fred A. Moreton & Company Dennis Spackman Flying J., Inc. INSURANCE, RISK MANAGE- Chief Accountant MENT, AND FINANCIAL John N. Stone The Church of Jesus Christ of Latter-day SERVICES PROGRAM Saints Celia Swanson General American Senior Vice President, Administration STEERING COMMITTEE INSTITUTE OF MARKETING Sam’s Club Ned C. Hill, Dean Merwin Stewart NATIONAL ADVISORY BOARD Utah State Insurance Commissioner Daniel J. Sweeney Marriott School of Management G. Kent Burnett Vice President, Consulting Services Chairman, CEO Distribution Industry V. Stanley Benfell James H. Woodward Dillard’s Phoenix Division IBM Consulting Group Beneficial Life Intermountain Financial Group

31 FALL 1998 ALUMNI

MANAGEMENT SOCIETY IDAHO, BOISE OHIO, CLEVELAND WASHINGTON, D.C. CHAPTER PRESIDENTS AND Steve Gunderson Clark Cordner Robert E. Parsons, Jr. AREA CONTACTS (208) 373-8209 (W) (216) 861-7092 (W) (301) 380-7209 (W) [email protected] [email protected] ALABAMA, BIRMINGHAM IDAHO, IDAHO FALLS Frank Sutton Paul Ahlstrom OHIO, COLUMBUS WYOMING, AFTON (205) 939-8311 (W) (208) 525-4047 (W) Phil Heer Noel N. Nelson [email protected] (614) 889-5631 (W/H) (307) 883-4853 IDAHO, TWIN FALLS ARIZONA, MESA/PHOENIX Jeff Warr OREGON, EUGENE Michael J. Merchant (208) 733-5500 (W) Chris Yorges WYOMING, GILLETTE (602) 892-7403 (W) (541) 338-0800 (W) Bob Zabel [email protected] ILLINOIS, CHICAGO [email protected] (307) 682-3021 (W) Paul S. Haglund CALIFORNIA, LOS ANGELES (312) 558-9000 (W) OREGON, PORTLAND Dennis Fors Bryce Anderson WYOMING, SOUTHWEST Cary Campen (213) 345-6924 (W) MASSACHUSETTS, BOSTON (503) 652-1111 (W) (307) 872-3373 [email protected] Doug Precourt (617) 832-5901 (W) OREGON, SALEM CALIFORNIA, ORANGE COUNTY Eric Koford INTERNATIONAL CHAPTERS Jim Graham MICHIGAN, DETROIT (800) 873-3246 (W) (714) 717-5520 (W) John Phillips (313) 322-4891 (W) PENN., PHILADELPHIA ARGENTINA, BUENOS AIRES CALIFORNIA, SACRAMENTO Joe Kerry Alfredo Salas 54-1-312-2626 (W) Grant Lund MINNESOTA, MINNEAPOLIS (609) 665-5799 (W) (916) 489-8242 (W) Jere Clune [email protected] [email protected] (612) 557-7717 (W) BRAZIL, SAO PAULO TENNESSEE, NASHVILLE Adilson Parrella CALIFORNIA, SAN DIEGO MISSOURI, SPRINGFIELD Juli Bennett 55-11-5505-3328 (W) Bob Sharp Rick McGee (615) 754-5198 (H,W) [email protected] (619) 463-5548 (W) (417) 889-7000 [email protected] [email protected] CALIFORNIA, SAN FRANCISCO TEXAS, AUSTIN CANADA, CALGARY Cory Higbee MISSOURI, ST. LOUIS Terri and Danny Bills Robert D. McCue (415) 622-5323 (W) Richard G. Rees, Jr. (512) 288-6215 (W) (403) 298-1070 (314) 344-0049 (W) [email protected] CALIFORNIA, SAN FRANCISCO CHILE, SANTIAGO (North Bay) NEBRASKA, OMAHA TEXAS, CENTRAL TEXAS Jose Riveros Howard R. Gilstrap Keith Rhoades Robert Nelson 56-2-735-1423 (707) 576-7850 (W) (402) 280-6120 (W) (210) 554-5266

CALIFORNIA, EAST BAY NEVADA, LAS VEGAS TEXAS, DALLAS FRANCE, PARIS Rich Barney Rose Bishop Vance Bryson J. Douglas Orton (510) 275-0300 (W) (702) 255-6301 (W) (972) 458-2296 (W) 33-1-39-531632 (H) [email protected] [email protected] CALIFORNIA, SOUTH BAY TEXAS, HOUSTON Brandon M. Johnson NEVADA, RENO Elmo Robinson GERMANY, MUNICH (408) 535-5725 (W) Mary Jane Smith (281) 482-0675 (W) (702) 355-1221 (W) Wolfgang Vollath UTAH, CAMPUS CHAPTER 49-89-382-23230 (W) CALIFORNIA, VENTURA Kathryn Spencer & Brett Haskins [email protected] Don Savage NEW HAMPSHIRE, BEDFORD (801) 378-5791 (W) (805) 495-0488 Bryson Cook (603) 668-8500 (W) HONG KONG [email protected] UTAH, SALT LAKE CITY Jonathon Chiu COLORADO, PUEBLO John Toronto Mike Hendren 840-5327 (W) NEW MEXICO, ALBUQUERQUE (801) 246-5527 (W) (719) 564-0461 (W) Anthony Berrett [email protected] UTAH, UTAH VALLEY KOREA FLORIDA, JACKSONVILLE Julie Mackay Lee L. Wright Richard W. Bond NEW YORK, NEW YORK (801) 225-5255 (W) (822) 7914-3216 (W) (904) 272-4793 Conan Grames [email protected] (609) 252-4600 (W) SINGAPORE FLORIDA, ORLANDO [email protected] VIRGINIA, VIRGINIA BLUE RIDGE President A.C. Ho Norm Merritt Steve Arner 02 8388 629 (407) 224-7841 (W) N. CAROLINA, ASHEVILLE (540) 983-3613 (W) [email protected] [email protected] Mark Wilcox [email protected] (704) 891-2501 (W & FAX) GEORGIA, ATLANTA WASHINGTON, SEATTLE UNITED KINGDOM, LONDON Lori LeVar Pierce N. CAROLINA, CHARLOTTE Jim Nelson Anthony Warren (404) 828-4334 (W) Mike Horrocks (425) 483-6801 (W) 44-62-847-4688 (W/FAX) [email protected] (704) 344-3138 (W) [email protected] [email protected]

32 exchange MARRIOTT SCHOOL CALENDAR NOVEMBER 1998–JUNE 1999

November March

1-6 NAC Meetings and International Executive of the 1–12 Career Days (Institute of Marketing) Year Award and Banquet (Dean’s Office) 5–7 Alumni Board Meeting (Alumni and Public Relations) 6-7 Career Days (Institute of Marketing) 19 Spiritual Issues in Management Conference (Kim Cameron)

December April

TBA Third Annual William G. Dyer Service Award (MOB) TBA Entrepreneurs Founders Meeting (Don Livingstone)

January May

14 Resume Writing Workshop (Institute of Marketing) TBA Basic Exporting Seminar (Center for International 18–19 Recruiter Ski Days (Career Services) Business Education and Research) 21 Interview Workshop (Institute of Marketing) 28 Executive Dress Workshop (Institute of Marketing)

February June

4 Internship Open House/Orientation (Institute 24-26 5th Annual Management Conference (Dean’s Office) of Marketing) 11 Retail Career Fair (Institute of Marketing) 11–12 NAB Meeting (Institute of Marketing) 22–28 Career Days (Institute of Marketing)

Keep In Touch Take a moment to update your records and other alumni about relocations, promotions, additional degrees, awards, and other noteworthy items. Include your full name, spouse’s full name, class year(s), address, phone, e-mail, and your news, by e-mail: [email protected] or mail your information and accompanying photographs to: Brigham Young University Exchange Magazine 490 TNRB Provo, UT 84602

3333 FALL 1998 Nonprofit Organization U.S. Postage

BRIGHAM YOUNG UNIVERSITY PAID MARRIOTT SCHOOL Provo, Utah OF MANAGEMENT Permit No. 49 730 TANNER BUILDING PROVO, UTAH 84602

ADDRESS CORRECTION REQUESTED

I WOULD LIKE TO MAKE A FEW SUGGESTIONS THAT WILL HELP US AS WE DEVELOP OURSELVES AND OUR FAMILIES IN UNDERSTANDING MORE FULLY THIS GREAT "BUSINESS ADVENTURE" THAT IS SO CRITICAL TO MAINTAINING OUR FOREMOST POSITION IN THE WORLD. I —Jon Huntsman