Marriott ALUMNI MAGAZINE

marriott ALUMNI MAGAZINE

Out of Town and On the Clock Restoring Trust

2005 Annual Report

marriott school of management | brigham young university | summer 2 0 0 6

undergraduate business programs in top ten BusinessWeek magazine ranked Brigham Young University’s undergraduate management programs eighth overall and first among recruiters in the most comprehensive ranking of U.S. undergraduate business programs to date. The magazine cited the program’s stellar accounting program and ethics-based education as strengths. The University of Pennsylvania’s Wharton School ranked No. 1 followed by No. 2 University of Virginia; No. 3 Notre Dame; No. 4 MIT; No. 5 Emory; No. 6 Michigan—Ann Arbor; No. 7 NYU; No. 8 BYU; No. 9 Texas—Austin; and No. 10 Indiana—Bloomington. “We have a faculty that really cares about undergraduate students,” says Joan Young, director of the BYU undergraduate management program. “They make time for students and invest a lot of energy in their teaching and mentoring.” Only eighty-four colleges met BusinessWeek’s stringent criteria to be considered for the undergraduate business rankings. Schools had to offer an undergraduate business program, be accredited by AACSB, and exceed cutoffs for at least two of the following: SAT and ACT scores, percentage of applicants accepted, and percentage of students coming from the top 10 percent of their high school class. Colleges were ranked according to five equally weighted sets of data: a survey of nearly 100,000 students, a recruiter survey, median starting salaries for graduates, the number of graduates ad- mitted to thirty-five top MBA programs, and an academic quality measure that evaluated SAT/ACT test scores, full-time faculty-student ratios, average class size, student internships, and time students spent preparing for class. contents

at work trends speeches special features

ar05 annual report

4 out of town and 8 destination unknown 14 restoring trust 28 2005 annual report on the clock By Chad Nielsen By Jeff K. Bills By Emily Smurthwaite 12 novel travel By David Andrews

news

2 dean’s message wife, Yvonne. The graduate and undergraduate account- Tanner Building Expansion ing program rises to second in the nation, and the school By Ned C. Hill names nine MBA candidates its 2006 Hawes Scholars.

3 glimpses 24 alumni news Alumni Provide Resumé Training A Marriott School alumnus tries his hand at arena football management, while others tackle entrepreneurial 19 school news ventures and self-reliance plights in Africa. Read about The Marriott School’s Global Management Center is Management Society chapters and former classmates named for former Kodak CEO Kay Whitmore and his and friends.

Visit Marriott Alumni Magazine online at marriottmag.byu.edu Cover illustration by Marc Rosenthal. Tanner Building Expansion by ned c. hill

will house the needed classrooms, offices, National Advisory Council during the next and support staff to serve our expanded year. A generous lead gift of $18 mil- student body. Throughout the years ahead, lion has been secured from the Marriott we also hope to gradually enlarge our MBA Foundation. Many others have stepped for- program, which is now one of the smallest ward to help. We hope to begin construc- in the top fifty. tion in early 2007 and plan to occupy the Two features missing from the Tanner new building in summer 2009. The Tanner Building are quiet study areas and student Building expansion reflects the increasing gathering places; the addition will signifi- influence and respect the Marriott School cantly enhance the learning environment is gaining throughout the world. We’re for our students by providing these areas excited to be part of such a vibrant organi- and much more. There will be state-of- zation and thank you for your role in what the-art, technology-enhanced case rooms; we are accomplishing together. individual and group study areas; a computer networking lab; and multiple-use Sincerely, he Marriott School has outgrown meeting/study areas. its space in the beautiful N. Eldon Because modern management educa- t Tanner Building. Because of excep- tion has become much more team-orient- tionally strong student interest in our pro- ed, we’re also planning to build a significant grams since the building’s completion in number of team study rooms. This will Ned C. Hill early 1983, we are now bulging at the seams. better enable students to work in groups on Dean Nearly one-quarter of all BYU students cases and other projects. The new space will take business courses while on campus. likewise serve many students on campus building expansion timeline: And, about half of the university’s master- who take business courses as non-majors Expansion approval November 2005 level students are enrolled in one of our and will provide extra space for BYU wards Architectural/design phase four graduate programs. To accommodate that meet on campus. November 2005–February 2007 this high demand, BYU’s Board of Trustees Our overarching aim is to more effec- Funding secured February 2007 recently approved an approximate sixty- tively turn out well-educated, ethical lead- Construction begins March 2007 five thousand gross-square-feet (50 -per ers who will infuse organizations with the Anticipated move-in July 2008 cent) addition to be built on the west end influence of our faith and values throughout of the Tanner Building. the world. Since 1983, enrollment in our programs Funding of approximately $35 million— has grown from about two thousand to including money to provide for maintenance nearly three thousand students. The addition into perpetuity—will be raised by our

Marriott Alumni Magazine | Summer 2006

Ned C. Hill, Publisher David Andrews, Assistant Editor All communication should be sent to Joseph D. Ogden, Managing Editor Nina Whitehead, Contributing Photographer and Editor Marriott Alumni Magazine Emily Smurthwaite, Editor Contributing Writers, Editors, and Designers: 775 Tanner Building Jon G. Woidka, Art Director Kris Beldin, Camilla Hodge, Chad Little, Michael Smart, Brigham Young University Byron Bronk, Copy Editor Anthony Strike, Doug Thomas, and Derek Westra Provo, Utah 84602-3187 Phone: 801-422-5083 Fax: 801-422-0501 Email: [email protected]

n sports, there’s no better way to learn proper technique than from an accom- i plished athlete. Likewise, there’s no better way to train for resumé writing and job interviewing than with those who do the hiring. anything ranging from dress standards to Halverson, who has previous recruiting Each semester, the Marriott School pro- business etiquette. and mock interview experience, also says vides training opportunities for students to The Marriott School initiated the work- he is amazed with the caliber of partici- meet with professional mentors. The school shops two years ago in response to a grow- pants. “BYU students have a lot of focus continues to see an increase in student ing number of student requests. In addi- and know what they want in life,” he says. interest and participation. In winter 2006, tion, the school received feedback from “They are more driven than a lot of the nearly two hundred undergrads came for a recruiters who mentioned a need for more other job seekers out there.” dose of professional advice. professional resumés. Bill Brady, director of the school’s “It’s a great opportunity to get my resu- With a limited number of available fac- career center, says the resumé workshop is mé in front of more people other than my ulty members who could mentor students, not a new concept but definitely something many students need. Mentors are seeing several areas the students could improve “Our approach was primarily to help the on—even down to misspellings. Brady says there is no limit to the num- students better describe their skills and work ber involved, especially when the program is open to all BYU students. history to convey the advantages they would “We received a great deal of positive feedback from the mentors as well as the bring to an employer.” students,” Brady says. “We are truly excited —Matthew Forsyth about the program’s continued growth.”

teachers,” says Karla Mancilla, a 2006 marketing graduate from Mexico City. “Having an A-plus resumé opens a lot of doors to some great job opportunities.” Students sign up for thirty-minute time slots to have their resumé reviewed or partic- ipate in a mock interview. Matthew Forsyth of the Utah Department of Workforce Services was one of twenty-five mentors who proofread resumés and provided valuable tips during winter semester. “Our approach was primarily to help the students better describe their skills and work history to convey the advantages they would administrators decided to ask alumni and bring to an employer,” Forsyth explains. friends of the school for assistance. Improving conciseness was also a big “Our job was to help students express area of focus. “I learned how to describe my who they really are,” says Clint Halverson, training and experience in a much more a winter semester mentor and director of effective style,” Mancilla says. internal audit for Extra Space Strategy. Workshops are not restricted to resu- “Also, the mock interviews took the edge més and interviews. Mentors also provide off and gave them an opportunity to get a handouts with job-seeking tips, and stu- feel for what it’s like in a non-confronta- dents are encouraged to ask for advice on tional setting.”

usiness travel is often bittersweet. There’s the chance to catch a glimpse b of the world and experience new cultures, coupled with the reality of flight by emily smurthwaite delays, tight schedules, and time away from line industry. “Travel isn’t easy, but practice illustrated by marc rosenthal the family, office, and home. makes perfect,” says Ralph Atkin, founder After a rough relapse following the of SkyWest Airlines. “The more you travel, 9/11 tragedy, business travel—and travel the more quickly you’re able to overcome overall—has steadily climbed back to its challenges that come with road-warrior pre-September 2001 level. Business trips territory.” account for nearly one-third of all domestic travel and brought the airline industry the terminal more than $153 billion in 2004.1 Often the biggest problems professionals And despite the complexities involved face when traveling are delays.2 Veteran with traveling for business, many see it travelers agree: familiarity is key to over- as invaluable. “There are just some things coming these setbacks. you’ve got to do face-to-face,” says Nick “I try to fly the airlines that I know—for Ward, a partner at Accenture. “Sometimes a variety of reasons,” says Burke Jackson, you’ve got to look people in the eye. You an associate professor of business manage- can’t do that, even in a videoconference. ment. He adds, “If you see that you’re going There’s nothing like face-to-face commu- to have a problem, you’ve got to talk with nication with your teams or your clients. someone right away.” You don’t solidify as a team over confer- Approaching the airline often takes asser- ence calls.” tiveness and knowing what the airline can do “It’s a global marketplace now,” adds Bruce for you. “Business travelers are more learned Money, a Marriott School associate profes- and more demanding travelers. Because they sor of marketing and international business. travel frequently, they know how to travel, “You have to go where the business is.” what they want, and how to best get it,” says Terrorism threats are only one consid- Atkin, who estimates that half of SkyWest’s eration factored into the ever-changing air- customers are business travelers. When possible, plan in advance and Other tips for keeping in touch: hide steer clear of airports notorious for delays. notes around the house for your family to “Don’t schedule a meeting the day you find while you’re gone, give kids notebooks arrive or leave on a trip,” advises Money. to record what happened during the day “I also try to avoid Chicago layovers in the and share during a phone call, or videotape winter because of snowstorms and Atlanta part of the trip to show your family.3 in the summer because of thunderstorms.” Technology has also helped travelers Sometimes, if the challenges are out of keep close tabs on home. “When I’m travel- an airline’s control, the best way to handle ing domestically, I have my cell phone and a delay is some patience and an interesting can effectively communicate with my fam- read. “I don’t get as uptight if I have a good ily,” Ward says. “For example, my wife and I book,” Ward admits. watch 24 together on the phone. I call her at 9:01 when the free minutes kick in.” family matters Another effect of being away from Beyond flight delays and lost luggage, there home is playing catch up once you return. are also familial repercussions to business “Consultants often travel all week,” says travel. For Money, scheduling trips around Ward, a Marriott School graduate. “That his family of seven kids can be almost as dif- means the few things you would do on ficult as getting to an airport on time during weeknights gets crammed into Saturday— rush hour. “You have to miss some events, cleaning, golf, entertainment, yard work. It but I try not to miss major ones, like ball- does have quite a limiting impact.” games, concerts, and birthdays,” he says. Travelers often maximize their trips, Money also sets up designated times to literally combining business with pleasure. talk with his family—he has his wife call Between 60 and 70 percent of business him with a calling card when he’s out of the travelers took at least one joint business country because it’s cheaper to call from and leisure trip in 2004; the same amount the states. brought family or friends along.4 security strategy From the airport to the destination, terrorism threats have affected all aspects of traveling during the past few years. “You can’t beating jet lag hide that you’re American, but you can be a bit more careful,” Jackson says of traveling > Drink plenty of water. abroad. “I make sure locals are meeting me > Use an eye mask, earplugs, and an inflated neck pillow to help and that I’m never alone. The threats affect induce sleep. my travels, but I can’t shut down my life > Eat a high-protein meal of meat and vegetables to stay awake. because of a threat.” > Eat a high-carbohydrate meal with rice, bread, pasta, or noodles Along with heightened security, stricter to sleep. airport regulations add another component > Remove your shoes to minimize swelling and wear loose, to the travel experience. The Transportation comfortable clothing. Security Administration suggests travelers wear comfortable, metal-free shoes; down- > Set your watch to your destination time zone. play jewelry; and carry a self-addressed > Adjust meals and sleep time to the local time. If necessary, take a stamped envelope to mail home any items brief nap of no more than two hours. that would otherwise be confiscated.5 > Take a walk outside. Sunlight and exercise help reset your natural To help ease the burden for frequent circadian rhythms. travelers, the TSA is begining a registered

SOURCE: corp.americanexpress.com/gcs/travel/us/tips/jetlagtips.aspx traveler program this summer, which costs about $80 a month. Travelers in the program undergo a background check and an iris scan, which in turn gives them access to an express security lane.6 money, money, money Despite the proliferation of discount travel

MARRIOTT web sites, American Express Business Travel recently reported that flights and car rental rates are expected to increase 8 percent in 2006 and high-end hotel rooms will increase 5 percent.7 “The expectation is that as long as the economy remains fairly strong, the need for business travel will at least remain con- money-saving tips stant if not increase,” says SkyWest’s Atkin. “A stronger yield environment would sug- air: gest that business travel growth may be > Consider triangle trips: Combine two trips together, which is often tempered somewhat by higher fares.” cheaper than two separate trips. To offset travel costs, resourceful think- > Try discount airlines. ing is important. “When I was frequently > Consider driving or taking the train. consulting in the same city, I’d get an > Try to avoid flying on the end or beginning of the workweek. apartment and leave my things there,” Tuesday, Wednesday, and Saturday are ideal. Ward says. Loyalty rewards programs are > Take an early flight, which may be waiting there from the night before, also beneficial, since many organizations reducing the risk of delays. Weather delays caused by thunderstorms let their employees keep points or miles are also less likely in the morning. earned on a business trip. > Keep your airport options open. A smaller airport can often be Then there’s the problem of accessing cash away from home. “You don’t want cheaper, less confusing, and less crowded. your credit or debit card to be shut down because you’re spending a lot of money lodging: in a foreign country and your company > Try a bed and breakfast. assumes it’s been stolen,” Money says. “A > Stay outside the city. call beforehand will prevent it from being > Avoid times when there are conventions in major cities, as hotel shut down at a crucial moment.” rates jump up. Also, to save money on expensive and > Look at online sites such as Travelzoo and TripAdvisor to find unreliable Internet connections abroad, hotel specials. Money types his emails offline, saves them in the outbox, and connects just to send them. food: all in a day’s work > Stay out of touristy areas and hotels for dining. Preparation, practice, and precaution seem > Get a room with a refrigerator so you can store cereal, milk, to be the best way to ensure smooth sail- and leftovers. ing. But sometimes, even business travelers SOURCE: salesandmarketing.com/smm/search/article_display.jsp?vnu_content_id=1001050525 can get too comfortable with their excursions. For Money, who’s traveled exten- sively to Japan on business, vacationing in the United States is almost more foreign to states. “The more one travels, the more he him than a trip abroad. “I went to Miami or she can learn what works and how to with my family recently and was totally navigate around obstacles.” lost there,” he admits. “I’m more at home in Tokyo than Miami.” notes: And while business trips don’t include 1. Sears, D. “The New Business Travel.” Florida Trend. 1 June 2005. Vol. 48; Issue 2, pg. 62. much sightseeing, there’s always the stamp 2. Rooney, J., Eddy, N., Galea, C., and Chang, J. “2005 in the passport. “Sometimes you find your- Business Travel Report: Open Road.” Sales and Marketing self in a conference center in Paris the whole Management. Vol. 157, Issue 9, pg. 28. trip,” Jackson says. “You might as well have 3. Ibid. 4. McGinnis, C. and Sears, D. “Best Cities for Business Travel.” been in Nephi, Utah, instead of Paris.” Fortune. May 2005, Vol. 151, Issue 9. The most memorable lessons, though, 5. Rooney, J., Eddy, N., Galea, C., and Chang, J. “2005 seem to come through trial and error. Business Travel Report: Open Road.” Sales and Marketing “Business travelers learn what works and Management. Vol. 157, Issue 9, pg. 28. 6. Ibid. what doesn’t on their own—based on their 7. Reed, D. and Yu, R. “Rising Travel Costs Force Change in own unique travel plans and routine,” Atkin Tactics.” USA Today.

summer 2006 d e s t i n a t i o n u n k n o w n d e s t i n a t i o n u n k n o w n

a new vacation concept caters to the properties, and as much as two-thirds market share. “It’s a new industry,” says Parsons, a 1981 wealthiest travelers, but are destination MBA graduate. “All of us are growing.”

clubs economically sound? ~By Chad Nielsen how they work Membership benefits vary from one company to the next. Exclusive Resorts works like a country f you build it, they will come. It’s not just a line from a movie, club, which just happens to own resort homes instead of a golf course. as demonstrated by the very baseball field it spawned in the Members purchase the right to use the club’s facilities, but acquire no movie Field of Dreams. The studio built an absurdly perfect deeded interest in or liability for the property. They pay hefty premi- ibaseball diamond amidst acres of Iowa cornstalks. And tourists ums for luxury services, including phone access to a local concierge, come back every summer to play ball, buy souvenirs, and escape and they join a fraternity that is exclusive by nature. Membership from daily life. At the end of the day, we’d all like to be somewhere fees range from $195,000 to $395,000 plus annual dues. else, wouldn’t we? Sound like a bargain? It might if you consider maintenance Driven by that idea, a flurry of start-ups and corporate spin- expenses, insurance, property tax, domestic labor, and if your idea offs are building, buying, and leasing golf course McMansions and of a second home runs into seven figures. But while the market penthouse apartments the world over, trusting that wealthy travel- is relatively small, there appears to be plenty of room for growth. ers will come. Destination clubs combine time-share economics, Parsons says that less than 5 percent of potential consumers in the hotel service, and supersized, second-home comfort with six-figure segment can identify a single player in the market. membership fees to maintain exclusivity. Touted as an economically The market is already stretching in the other direction as well. sound substitute for second- and third-home ownership, the model At least one company has introduced a low-end membership that has sparked new growth in a tired business sector, but even industry costs less than $100,000 to join, with reduced usage benefits. One optimists look to the future with a healthy dose of caution. industry observer—a venture capitalist who declined to invest Still, it’s hard to be a pessimist when you’re nestled in an Aspen- in the sector—believes destination clubs are destined to follow style lodge, surrounded by exhilarating views of the Colorado the same disappointing curve as timeshare condos. “They’re just Rockies. That’s where we catch up with Robert Parsons, CFO of repackaging the same product,” he says. Exclusive Resorts, during a weeklong escape with his son. “It’s a very First developed by a hotel owner in the French Alps during exciting new concept that could revolutionize the luxury travel indus- the 1960s who sold shares in his hotel rather than renting out the try,” he says. “A high-quality, large physical product that can sleep rooms, the timeshare concept hit American shores by the 1970s. eight to ten people. Let’s get people five-star service in the solitude The early 1980s were a golden age, when timeshare ownership and privacy of their own vacation home as opposed to a hotel.” was perceived as both an investment and a status symbol. That When Parsons joined the company in 2003, Exclusive Resorts was before market saturation, uneven quality, and unsavory sales was one of a handful of budding destination clubs. Backed by a tactics tainted the industry’s image. These days, it’s hard to find an major investment from America Online Co-Founder Steve Case, undergrad student who hasn’t been lured to a timeshare sales event the company now dominates the sector with more members, more with hard-to-redeem promises of free travel. But comparing destination clubs to traditional timeshares similar to destination clubs, often at single destinations. is like saying a Hyundai is the same thing as a Ferrari, says None of these models convinced Stephen Rich, who wanted a Howard Nusbaum, president of the American Resort Development good place to take his family on vacation. “There are many people out Association. Sure, they both have four wheels and take you places, there who want a second or a third home but don’t have the cash flow but they certainly don’t offer the same experience. On the other to support it,” says Rich, the director of operations and sport develop- hand, how often will you drive that Ferrari? ment at the Utah Sports Commission Foundation. “As their families “There’s a group of what I call the rational rich,” Nusbaum grow, they need a good place where they can take their children.” says. Rather than tie up $3 million in a vacation home, they prefer But Rich found fractional ownership plans too limiting, while a $300k membership that lets them invest the rest. Many of this destination clubs lacked the investment component. That changed group belong to the baby boomer generation, many of whom turn when a local business group presented him with a new option, sixty this year. “They like the value proposition that fractional and which they call an equity club. “It resonated with me,” he says. destination clubs offer. That puts this business in a major growth Salt Lake City-based Bellehavens is something like a mutual fund curve for the next twenty years.” that invests in real estate—except that investors can use the fund’s Burgeoning real estate costs will only help on the marketing properties. While Bellehavens is careful not to present their club side, even if they do present business challenges of their own. “An as a high-value investment, company executives do believe it adds overheated real estate market makes the idea of owning a second or value and security. A user can cash out at any time, selling his or third home so cost-prohibitive that people are saying let’s share in her membership back to the company for market value, minus this asset,” Nusbaum says. “It’s sort of like pizza by the slice.” a fixed percentage. “It’s a very economically viable alternative to owning a second home outright,” says Rich, a 1997 MBA graduate. fractional ownership While the concept is attractive, it also harks back to the origi- To carry that metaphor a bit further, there’s more than one way to nal timeshare concept. If you’re still not clear on the fundamental slice a pizza—and an endless variety of toppings and flavors. In difference between timeshares and destination clubs—aside from addition to timeshares, the main alternatives to destination clubs size, hospitality service, and cost—then you’re not alone. “The dif- involve fractional ownership. In private-residence clubs, a small ference is all in the experience of the property,” Rich says, referring number of investors share a single second home. Other fractional to the four thousand square-foot home overlooking the golf course, ownership plans apply the same principle to larger clubs with mul- the Sea of Cortes, and the Pacific Ocean. “In my friends’ words, it tiple properties. Condo-hotels incorporate a service component ruined their future vacations. They want to do them all this way.”

10 MARRIOTT industry challenges Making Cultural Connections Unfortunately, a six-figure membership fee is no guarantee for future vacation satisfaction. In fact, consumers should exercise Most travelers have a Marco Polo fantasy, whether they realize extreme caution in an industry with so many new faces. “You prob- it or not. That moment of discovery, a new sense of place, a ably want to test one of the houses out before purchasing the club human connection with a foreign culture. Those life-changing to observe the detail and level of housekeeping and services,” says instants have helped make travel a powerful force for social industry consultant Richard Ragatz, president of Ragatz Associates, good since the days of the medieval merchant class. But the who explains that some companies lack valuable experience in the same innovations that make modern tourism more convenient hospitality industry. can also keep you insulated from the people you’ve gone there More important, the club must be well funded. “If I were a to see—and contribute to the erosion of traditional cultures. buyer, I would make sure that my deposit fee is totally insured, so Enter sustainable tourism, an increasingly popular approach when I decide to leave the money is there,” Ragatz says. “The houses designed to promote those cross-cultural moments and ensure that are placed into the club should be paid for prior to being part economic benefits for the host country. Today’s traveler can of the club, so you don’t use the new purchaser’s member deposits choose from a wealth of sustainable options, without sacrific- to go out and buy new houses.” ing comfort. You don’t have to spend the night in mosquito Perhaps the greatest obstacle to a netting to connect with the local culture. Then again, it might potential buyer is understanding exactly just be a more satisfying experience overall if you did. what is being purchased. “There’s basi- Here are three ways to break out of your comfort zone: cally no regulations these clubs have 1: Think Local—Resort destinations tend to work like little to adhere to,” says Ragatz, an avowed Disneylands, where everything is clean, comfortable, and a believer in the destination club busi- little too idyllic. Incorporate locally owned businesses into your ness model who is also realistic about itinerary. You get an authentic experience and support local the state of the industry. “They don’t entrepreneurs in the process. have to register with anybody.” That’s likely to change within a few 2: Honor Tradition—Culture is the raw material for a tourism- years, but not without some difficult based economy, from music and craftsmanship to architecture growing pains. “If one or more of and religious festivals. Instead of T-shirts or Mexican souvenirs these clubs goes sideways in a nega- made in China, why not invest in the work of a local artist? tive way, there are going to be some Most regions specialize in some craft—from custom boots to real problems for all of them,” Ragatz recycled notebooks—and some countries even have officially says. “Right now, they’ve received a lot of positive media attention. sanctioned shops that ensure the products sold are authentic. They’re viewed as a glamorous new player in the marketplace. But the media will quickly turn if one goes belly up.” 3: Green is Gold—It’s an old story. We fall in love with a Nearly every person interviewed considers that development place, develop it for mass tourism, and possibly ruin it in the to be a certainty, just a question of time. That will probably lead process. Historical relics are just as delicate as the natural to government regulation, designed to protect consumers from environment. Try dedicating a portion of your trip to eco- the unnecessary risks of unscrupulous business practices. No one friendly activities. Take a walking tour, or explore the lake in a knows what shape such an intervention may take or how it will canoe instead of a speedboat. influence the industry. In the meantime, it is almost certain some buyers will bet on the wrong horse. Maybe that risk is inherent in the nature of a budding industry, where a new idea proves both profitable and imitable. Caveat emptor. It’s hard to keep that in mind as you flip through the rich, tex- tured brochures. Stuccoed suburban mansions leer at you from the pages, enveloped in an unearthly glow. The portfolios are growing, promising carefree days with family and friends in an increasing variety of exotic locations. From Thailand to New York City, you can golf, scuba, and ski, safe and insulated from the dual reali- ties of the daily grind back home and the authentic local culture. Beautiful, warm, and seductive, they are almost too perfect—as improbable as baseball in a corn field.

Images courtesy of Exclusive Resorts and Bellehavens. about the author Chad D. Nielsen is a freelance writer based near Salt Lake City. ohn Richards, managing director usiness Center and of the Rollins eB associate director of the Center for Entrepreneurship, and his family visited Hong Kong and China in June 2005 as guests of the Seastone Foundation. - The foundation organizes annual pil grimages to orphanages and hospitals in China. It brings a group of doctors, nurses, and families from Utah County on a medical mission to perform needed surgeries. The For some people, a vacation is an escape from everything. annual affair is connected to the Shenzhen For others, it’s a chance to spendBy time David with Andrews family in a Lions Club—the world’s largest Lions Club - unique location or to brighten the lives of the less-fortunate. chapter. After a brief stay in Hong Kong, the fam Five Marriott School faculty members talk about family ily traveled to mainland China to assist with

adventures that filled at least one of these goals. the medical mission.

“Visiting China and helping others - changed our lives,” Richards says. “My chil

dren saw firsthand how we are all children of God.”

wo summers ago, Richard Dalebout, associate director of the School of Accountancy and associate professor of business law, put his hobby of walking to the test. He, along with his brother, Bill, and his two sons, decided to cross England on foot. The men started on the west coast and finished twelve days and 191 miles later on the east coast. To go along with the celebratory - tradition, they dipped their toes in the water upon completing their trek. hough coordinating seventeen differ - Dalebout, who served a mission in ent schedules is an enormous task, England, first thought of crossing the country Lee Radebaugh, professor of account on foot while director of the London Study ing, says it is all worth it if the result is Abroad program. Years later he saw an article quality family time. The Radebaughs aim in National Geographic to get together at least twice a year to describing how others had walked the distance. At that point Dalebout vacation. Last spring, they visited Rocky asked himself, “Why don’t I just do it?” Point, Mexico, in addition to their (almost) Each day the men walked between ten to annual trip to Disneyland. twenty-two miles, depending on the terrain However, Radebaugh takes no credit and weather conditions. They stayed at bed for all of the organization that goes into - and breakfasts along the way and despite such excursions. He says his wife is the eating a “full English breakfast” every morn mastermind behind the planning. Despite ing, Dalebout says he was still able to shed - Radebaugh’s plans to travel with the execu about ten pounds. tive MBA trip to China, he and his family still hope to spend time this summer at their ranch in southeastern Utah. teven Thorley, professor of finance, and h is family decided to take their 2005 Thanksgiving holiday south of the border. The Thorleys, along with a num - ber of other families from their neighbor - hood, drove to La Gloria, Mexico, just south of Tijuana, to build more suitable homes for less-fortunate families. The convoy left their Orem neighbor - hood in cars filled to capacity with power tools. Local LDS and Catholic churches advised the families as to where their servic - es would be most effective. Using donations ndrew Holmes, associate professor of from within the local Mexican community, business management, and his family materials were purchased, and the Thorleys visited San Ped worked with two other families to construct in 2005. Though it wasro familySula, Honduras, vacation time, twice a one of the homes. major goal was to find a way to be of service to The entire group of about fifty volunteers those in need. During their most recent visit, slept in less-than-comfortable accommoda they carried 1,500 pounds of clothes, shoes, - - tions on the floor of a local church. Thorley medicine, games, and books to more than one says he was astounded by how hard his kids hundred fifty orphaned children. hough coordinating seventeen differ - were working, given the conditions. “I spent ent schedules is an enormous task, Holmes says he and his family were fortu more time working alongside my family in nate enough to spend three days with orphans, Lee Radebaugh, professor of account that week than I had in years,” he says. “My where they witnessed extremely poor living - kids would shoot me if we didn’t go back and ing, says it is all worth it if the result is conditions, lack of adequate garments, and do it again next year.” quality family time. The Radebaughs aim few educational opportunities. Despite the cir to get together at least twice a year to cumstances and a significant language barrier, vacation. Last spring, they visited Rocky he says the Honduran children were a delight - Point, Mexico, in addition to their (almost) to be with. annual trip to Disneyland. “We played games, shot hoops, lost at However, Radebaugh takes no credit soccer, made bead necklaces, and were taught for all of the organization that goes into - how to play Honduran checkers,” Holmes such excursions. He says his wife is the says. “As a family, we were given the opportu mastermind behind the planning. Despite nity to learn of the great commonalities that Radebaugh’s plans to travel with the execu exist among all of us.” - tive MBA trip to China, he and his family still hope to spend time this summer at their ranch in southeastern Utah.

The New Imperative for Leaders

by jeff k. bills illustrated by lucy davey

eadership has always been about career, the president of the board invited me This statement of trust in my character honesty and integrity. No one fol- to his office. I had just turned thirty years inspired me to embark on one of the most lows a leader they can’t trust. Trust old and was the associate administrator at challenging leadership assignments of my comes from being open, honest, straightfor- the largest hospital in the Scripps system. professional life. The situation at the- hos ward, and treating people with dignity and When I sat down he began, “We are going pital was terrible. Financially it was hemor- respect. At no time has the organizational to manage and potentially purchase a hos- rhaging, employee morale was nearly non- leader been more subjected to feelings of pital near downtown San Diego. It is losing existent, the medical staff was admitting distrust than today. Because of the unethical a lot of money, there is little to no employee most of their patients to another hospital, actions of a visible few, organizational life confidence, the medical staff is becoming and the community was wondering if we has changed. Leaders are now under a stron- unsupportive, and community confidence could stay open. ger microscope, with an abundance of eager is waning.” He then said, “Would you con- At the core of the hospital’s opera- critics waiting to find some impropriety. sider going there to be the CEO?” I looked tion there were critical lapses in integrity. It is imperative that each of us reaffirm at him and responded, “I don’t need to con- Management personnel were overordering our commitment to the highest level of sider it. When do you want me there?” drugs for the pharmacy, waiting for them to integrity. I challenge you to do five critical He concluded with something that made expire, and then selling them in Mexico. In a things to restore trust. a lasting impression. “Jeff, I am confident locked room was more than $20,000 worth that you can do this, but none of us—not of liquor, accessible to only a few administra- Challenge 1: Regain the Integrity even you—know for sure. But I do know tors with a key. Several department manag- Associated with Leadership you are honest and can be trusted. I know ers were routinely buying overpriced goods Early in my health care administration you will be able to lead because of this.” from vendors and receiving kickbacks. outcome, saw some serious issues, and made critical changes in final decisions that would ensure organizational balance. The gap between top management, especially the CEO and the frontline employee, is widening. We seem to be losing the recognition, respect, and trust that should exist between individuals who work together t is a leader’s every day. Great leaders understand the balance needed for an organization to work in responsibility to develop tools to harmony and perform at its highest level. Leaders understand that organizational balance starts with basic tenets and is effectively communicate. It takes time, founded in personal interaction, fairness, respect, gratitude, and loyalty. As a result practice, discipline, and a willingness they: to accept constructive criticism. Deflect praise to others Constantly express gratitude with personal notes, emails, and personal interaction Build strong teams because they Working with a small but outstand- Understand and value the organiza- understand what every individual is ing team, we embarked on a journey that tion’s contribution to the community capable of contributing ended up in a most remarkable turnaround. Recognize all good work in an effort Within one year we were making one mil- Challenge 2: Redefine the to build self-confidence lion dollars a month, and the medical Balance Between Management Insist upon and provide meaningful staff renewed its trust in us and was regu- and the Workforce recognition programs larly admitting patients. Community trust At a point in my career, I decided to do Do not take for themselves at the increased as well in the form of donations a compensation review for all corporate expense of others to the newly formed hospital foundation. managers, directors, and senior execu- Value each individual contribution the And, on a national employee survey, we tives. The objective was to be sure that same as their own had the highest score of any organization to our compensation and benefits program Empower employees by demonstrat- ever complete the survey instrument. was competitive and would ensure our ing respect The noble charge to be a leader and ability to retain and recruit the best lead- the power to act on behalf of others starts ers. At every level there was speculation Challenge 3: Underpromise with personal integrity and ends when we about what might occur and the impact and Overachieve compromise it in any way. Compromising of potential changes. Near the very end Just a few years ago I hired a young man on issues of integrity, either personally or of this process, a doctor appeared at my to work as an administrative assistant to organizationally, is the first step in abdi- open office door. He was an elderly doc- the president. This assistant had just fin- cating the honor associated with being a tor, highly regarded for his expertise and ished graduate school and had an excellent leader. Leaders: wisdom, and had been on staff for close to entry-level position. There were significant Define character in terms of moral thirty-five years. He waited until I looked opportunities for a promising future. After and ethical behavior up and said, “If you go on vacation for two he had been with us for a little while, I Keep accurate and honest expense weeks and a housekeeper goes on vacation asked him to complete an assignment. I reports for two weeks, who will the organization gave him an outline of the task, where he Never abuse travel, phone, benefit, or miss the most?” Then he turned and qui- could obtain data, a list of people he could computer privileges etly walked away. rely on for help, and a very reasonable Maintain a stable and exemplary I understood his point. I was on the deadline of six weeks. I also asked him to home life verge of making decisions that could create be prepared to make recommendations. Do not extend company perks to fam- a severe imbalance in the overall organiza- This assignment gave him exposure to ily members tion. An imbalance that could seriously a wide variety of people and functions. But Care for people and value the human harm the existing positive employee rela- somehow it brought out an unexpected spirit tions the company needed to grow and part of his character. He started to brag Treasure resources of all kinds and prosper. As a result, we went back and and make exaggerated promises. He was never abuse them re-thought the objective, questioned the fired up and brimming with confidence,

16 MARRIOTT but he was also making a huge mistake. For a near career-ending experience for him to Exceed expectations a young man with little experience, sparse learn basic humility and the importance of Look to learn new things knowledge of the complexities of a large building trust. Recognize their own limitations and organization, no key relationships, and a In a leader’s character there is no room look to others for help lack of trust leaders must have, he was put- for a raging ego, an insatiable need for atten- Know how to build strong teams ting himself in an impossible position. tion, or self absorption. Ego should be about Not take credit when it is not deserved It was only a matter of time that four doing, about action that results in some- Build others up and never tear them weeks had come and gone, and he was thing that has a larger purpose, something down not even close to finishing the task. In his that benefits the whole or furthers a noble Avoid gossiping or talking negatively desperation to achieve his braggadocio, he cause. We should never be fooled by think- about others started to alienate his fellow workers, abuse ing that ego is needed for success as a leader. Be confident but never egotistic his position, and lose his temper—seri- Humility is more important. Gratitude is Listen more than they talk ously damaging his chances for success and more important. Self depreciation is more Always take the high road advancement in the organization. important. A sure knowledge of who we are At the six-week mark a meeting was and where we have come from is much more Challenge 4: Learn to Be a held. The young man was not ready and had important. Knowing this allows us to go Master Communicator no support. In what had to be one of the forward with a self-confidence that attracts As a young Aaronic Priesthood holder, I was most miserable experiences of his young others. When we build positive relationships my father’s home teaching companion for professional life he only made one show of and confidence, we establish the foundation almost four years. He served as bishop then, promise. He recognized what he had done of trust a leader must have to be successful. and it seemed we always had an extraordi- and showed the courage to stand in front In the spirit of underpromising and nary number of families to home teach. of the group, admit his mistake, and ask for overachieving, leaders challenge them- One night, he looked at the family we another chance. How unfortunate. It took selves to: were teaching and without telling me said, “Jeff has the lesson tonight.” I was complete- ly unprepared but managed to stand up, think for a few seconds, and summarize a message about tithing my mother had given in family home evening the week before. When we got in the car I could not help but blurt, “Dad, why did you do that to me?” He looked over and said, “If you are going to be a leader you need to communicate effectively, and speaking in public, sometimes when you don’t know you have to, is a good place to start.” We were companions for a long time, and he never missed an opportunity to surprise me. Through those experiences I learned composure, how to think on my feet, stand, make good eye contact, eliminate unnecessary words, and present a clear message. Many organizations do not achieve the results they desire simply because people in key leadership positions do not possess the skills needed to effectively communicate important messages. They say “um” or “uh” repeatedly. They allow themselves to be interrupted. They talk without making a point, cannot communicate the need for action, or share a message that is inspiring. Some leaders will simply make no effort at all to communicate. Effective and meaningful communication is essential when it comes to com- municating the vision and mission of the organization to employees. It is a leader’s

summer 2006 17 responsibility to develop tools to effectively communicate. It takes time, practice, discipline, and a willingness to accept constructive criticism. Leaders must effectively communicate in a sincere and meaningful way. As a result they:

Develop and maintain excellent speak- eaders understand ing and writing skills Practice their communication skills that developing trust and confi- Ask for feedback and ways to improve Coach and provide resources for others to obtain the same skills dence, especially during challenging Communicate with positive energy and attitude times, is a function of their own personal Communicate openly, directly, and sincerely ability to handle adversity. Adapt their communication skills to the needs of different groups Inspire and motivate with optimism Focus their message on action All the while, the FBI agent gave Recognize repeating cycles and make Challenge 5: Be Prepared to instructions and encouragement to his plans for them Effectively Handle Adversity team. When the situation would start to get Recognize the organizational value of While I was an administrator at Scripps very emotional, he brought it back to nor- sentinel events in Chula Vista, California, we owned an malcy. He was reassuring, firm, and even Know and prepare for outcomes asso- outpatient surgery center connected to the used some humor—not once did he lose ciated with high-risk decisions main hospital by a walkway. One morning his calm. For ten straight hours he never Celebrate after overcoming major I received a call from the surgery center left his assignment, never left the room, challenges director. In a trembling voice she told me never lost his focus. Then all of a sudden that two armed men had entered the facil- the gunmen threw their weapons out the I am convinced that the new imperative ity and ordered everyone to go into a small front door and walked out with their hands for leaders is to restore trust. It can be done room and lie down on the floor. They were in the air. No one was harmed. if we meet the challenges I have talked being held hostage. She said they wanted The world is a different place. Every about. We must regain our integrity, rede- money and a car, and then she hung up. day there is another unexpected event. fine organizational balance, underpromise Within minutes the surgery center was sur- They come at us fast and with little regard and overachieve, become master commu- rounded by the FBI, police, and the SWAT for history or past success. They can be nicators, and learn to effectively handle team. Every street within two blocks of the negative or positive depending on our abil- adversity. hospital was closed. ity to deal with them. When a leader has Armed men had taken over a surgery the emotional stability to stay calm and About the Speaker center while it was in full operation. Four focused during times of adversity, the sheer Jeff K. Bills earned BS and MPA degrees in patients were in operating rooms, under strength of his or her personal character health care administration from BYU. He anesthesia having surgery. There were two can keep the organization on track. has served on the BYU Alumni Board, the patients in recovery while twelve others Leaders understand that developing Marriott School Alumni Board, and was a were waiting with family members. trust and confidence, especially during founding member of the BYU Varsity Club. One of the gunmen made contact with challenging times, is a function of their Bills retired as president and CEO of Saint the FBI twenty minutes later. It was at that own personal ability to handle adversity. Mary’s Health in May 2004. Before joining point I saw how valuable composure, emo- As a result they: Saint Mary’s, Bills was senior vice presi- tional stability, and the ability to show grace dent and administrator of Scripps Memorial under pressure is. The FBI agent in charge Are emotionally stable and strive for a Hospital in La Jolla, California. Bills and his showed tremendous leadership skills. Using balanced life wife, Leigh Ann, have been married for thirty a logic that appealed to the gunmen’s sit- Have and use a stable home life as a years. They are the parents of three children. uation, he convinced them to allow the support system This article is adapted from Bills’ speech patients in surgery and recovery to be safely Think and act responsibly under given at the Marriott School’s Executive transferred to the main hospital. pressure Lecture Series 17 November 2005.

18 MARRIOTT school news

U.S. Comptroller General Named 2006 Environmental Protection Agency; Neal A. Administrator of the Year Maxwell, former commissioner of education According to U.S. for The Church of Jesus Christ of Latter-day Comptroller General Saints; and Elliott Richardson, former U.S. David M. Walker, attorney general and secretary of treasury. Americans are poor “I am honored to have been chosen by the at saving, but great Romney Institute as the Administrator of the at spending and run- Year,” Walker said. “In my position I’ve tried ning up debt—and to partner with others, practice what I preach, the United States and lead by example to bring about needed

government is not changes inside and outside of government.” Management student Mackenzie Clark with Warren Buffett. setting a good example. Brigham Young University’s Romney STUDENT NEWS at the invitation to meet with Buffett—arguably Institute of Public Management named the world’s greatest investor. Walker the 2006 Administrator of the Year, BYU Students Meet and Eat with “He is very astute and smart, but we all the top annual honor given by the institute. In Warren Buffett expected that. What surprised us was his his acceptance speech, the federal official who Who picks up the tab when you go to lunch kindness and sense of humor,” says Andrew approves the government’s annual audit report with a billionaire? Warren Buffett, the world’s Dadson, an MBA student from Ghana, Africa. said the nation’s financial condition is much second-richest man, treated twenty-two BYU “He was very personable. He acted just like a worse than advertised. He told students and fac- students to lunch and a ninety-minute Q&A grandpa would act with a big family around ulty that Americans have shrugged off financial session in Omaha, Nebraska, 10 March. him—entertaining, energetic, and happy.” warnings for years, and the carefree attitude of The students, enrolled in investment classes, Buffett fielded questions ranging from politicians offers a false sense of security. and their Marriott School professors jumped who might succeed him to his opinion on the “People are focused on today instead of planning for tomorrow—and that includes BYU MBA Continues Upward Climb in Financial Times Rankings our leaders,” Walker said. “We are desperately in need of leaders who have the courage to The Marriott School jumped four spots in put the needs of the next generation ahead the 2006 Financial Times rankings of the of the next election cycle. If we can fulfill our top one hundred global MBA programs. The responsibilities to our country and our chil- London-based paper ranked Brigham Young dren with integrity, I believe we will meet our University’s Marriott School in the top fifty for challenges with success.” the second consecutive year. Walker, who is in the middle of a fifteen- The school, which ranked forty-fifth overall year term as the nation’s chief accountability and twenty-seventh in the United States, was officer, concluded his remarks optimistically, also listed among the top ten programs for encouraging future generations to acknowl- accountancy and the highest percentage salary edge the reality of the government’s financial increase of North American schools. The latter crisis and to be courageously proactive about distinction is calculated by measuring the increase in salary from the beginning of the MBA finding solutions. to three years after graduation, computed as a weighted average of responses from the 2004, Romney Institute Director Gary Cornia 2005, and 2006 surveys. says he is impressed with Walker’s perspective. “This is a nice recognition of the progress we feel we’re making as an international man- “This is a very important man who doesn’t act agement school,” says Ned C. Hill, Marriott School dean. “Our graduates have a growing very important,” Cornia explains. “His impec- reputation of hard work, integrity, and international experience.” cable honesty and work ethic provide a won- The Financial Times has ranked business schools for the past eight years. The Marriott derful example for BYU students.” School has been included in the last six. The paper’s criteria measure a school’s strength in The Romney Institute has presented the three areas: purchasing power in the marketplace, diversity of experience, and the school’s Administrator of the Year award annually research qualities. The rankings are compiled from two questionnaires and an independent since 1972. Institute faculty members nomi- assessment of faculty research. nate and select an outstanding man or woman “I think we’re becoming much more visible,” explains Brooke Derr, director of the who has achieved distinction after many years school’s Global Management Center. “Faculty members are participating in more interna- in public sector management. Past recipi- tional conferences and exchanges. Students are undertaking global field studies and enter- ents include: Charlie E. Johnson, CFO of the ing more global competitions.”

summer 2006 19 school news national debt and his worst investment. The Global Management Center Named after Former Kodak CEO seventy-five-year-old answered enthusiasti- Officials from the Marriott School announced cally, sharing stories of investment successes the naming of the Global Management Center and failures, encouraging students to do their for former Eastman Kodak Company CEO. homework—then take risks. The late Kay Whitmore, who worked for “Swing big,” Buffett told students at the Kodak for thirty-six years and led the com- casual Gorat’s Steakhouse, one of his favorite pany for three, was known for his business restaurants. He added that his investment acumen and integrity. He was supported in his success is nothing the next guy can’t do if he’s rise to CEO by his wife of forty-eight years, willing to make informed decisions—with his Yvonne. A generous gift to the Marriott School head and with his heart. from Yvonne and their children will honor his “This was a phenomenal experience for the legacy by helping to train future leaders. students,” says James Engebretsen, assistant The Global Management Center, one of the nation’s thirty Centers for International dean and investments academy instructor. “To Business Education and Research, works to prepare students with the necessary skills to hear someone who’s a hero talk in a very prag- compete in a global marketplace. Director Brooke Derr says the couple’s goals of honest hard matic way about his success was terrific. He work and fostering an international community are in harmony with the center’s mission. mentioned a number of times how important “The Whitmores are recognized as outstanding ethical, global leaders,” Derr says. “We honesty is and that your word is your bond.” are proud to become the Kay and Yvonne Whitmore Global Management Center. Our goal As part of the lunch, BYU students, along at the Marriott School is to develop similar leadership qualities in our students.” with their Rutgers and University of Utah Kay Whitmore died of leukemia in 2004 at age seventy-two. Aside from managing the counterparts, went to the parking lot for pic- multibillion-dollar corporation, Whitmore’s commitment to his beliefs expanded his lead- tures. Buffett had students gather around his ership opportunities. Lay assignments within the Church included president of the London 2001 Lincoln Town Car to look at his license South Mission, stake president in the Rochester-Palmyra stake, and an eighteen-month plate that reads “Thrifty.” mission to San Diego, where he and Yvonne worked with college students. “Society has made me rich,” Buffett told students, explaining his goal to return the favor. “If I died today, 99.5 percent of my ment major from Kissimmee, Florida; and Jess entries down to three finalists by examin- wealth would go to charity. There are many Baldwin from Fairview, Texas. ing each team’s understanding of the market, problems I want to address. I’m fortunate to “The endorsement of the judges and busi- detailed evidence of potential success, experi- have been born here—it was the right time ness plan professionals is just as much or more ence, and dedication. and the right place for me.” valuable than the award,” said Getmanenko, Several BYU centers also awarded promis- According to Dadson, Buffett’s example KAM co-founder. “For these respected people ing start-ups. The eBusiness Center awarded showed students the importance of humility. to say our idea has merit, adds to our credibil- $5,000 to Collaborative Medical Technologies “His relationships aren’t the cold handshake ity and helps to jump-start our business.” for being the best e-business venture. The type you might expect from someone of his Second place, with a prize valued at Center for Economic Self-Reliance presented status,” Dadson says. “He put his arm around $35,000, went to Precision Surveying Radius with $4,000, naming it the top busi- each of us and gave us personal advice. He Solutions, which sells a data-collection device ness plan with a strong social mission. And, seems to be friends with everyone, which is for surveyors and civil engineers. Third-place the Global Management Center awarded probably how he manages to be so happy.” and $20,000 in cash and in-kind services went $4,000 to the best new international business to Teton Recreation Cabins, a company that venture, Core Footwear. KAM Wins Business Plan Competition provides affordable, easy-to-assemble, prefab- KAM Accelerometer, Inc., a company touting ricated cabin kits. Tax Students Take Top Honors at an electronic personal fitness device that mea- Judges whittled seventy-nine business plan National Competition sures expended kinetic energy, walked away— The BYU undergraduate tax challenge team make that ran away—with first place at BYU’s placed second in the national 2005 Deloitte annual Business Plan Competition 31 March. Tax Case Study Competition. The team defeat- A panel of business and venture capital ed other top accounting schools including professionals awarded KAM $50,000 in cash Boston College and the University of Denver. and in-kind services. KAM team members For the ninth time in the thirteen-year his- include: Gary LeDoux, an international rela- tory of the competition, the Marriott School tions major from Neenah, Wisconsin; Grant undergraduate team placed among the top James, a management major from Fairview, two in the undergraduate division. Texas; Justin Earl, a music dance theater major “Working with this team was a real honor from Duncanville, Texas; Stas Getmanenko, and pleasure for me,” says Robert L. Gardner, a management major from Moscow, Russia; Robert J. Smith Professor of Accountancy. Back, from left: Gary LeDoux and Grant James. Front, from Jake Tanner, a management major from left: Justin Earl, Stas Getmanenko, Jake Tanner, Nathan Pratt, “They are very bright and hard-working. Vista, California; Nathan Pratt, a manage- and Jess Baldwin. Additionally, they really bonded as a team and

20 MARRIOTT school news

said. “It is identifying a need and doing bers and two practitioners. The presentations something about it.” were judged according to the significance and Covey also mentioned two paths to be accuracy of the case descriptions, soundness taken—one leading to mediocrity and the of the recommendations and reasoning, and other leading to full potential. Reaching full overall quality. Bonuses were given for interna- potential requires a decision and determina- tional settings and applications and for imple- tion to do so, he said. mentation across management disciplines. The Business Strategy Club works with “The presentations were strong across the local business leaders and aims to give stu- board,” said Kurt Sandholtz, panel judge and dents opportunities to contribute insightful visiting instructor of organizational leader- From left: Robert Gardner, Matthew Fresh, Jessica Hardy, Breann Pearson, and William Horn. solutions to real business challenges. The ship and strategy. “Many of the cases could be Marriott Undergraduate Student Association taught in class and stimulate great discussion. worked extremely well together.” serves approximately 1,900 students to supple- They combined organizational behavior issues Gardner advised the undergraduate stu- ment their academic experience and prepare with a good mix of analysis.” dent team consisting of Matthew Fresh from them for future jobs. Terilyn Zawrotny took home second place Moreno Valley, California; Jessica Hardy from and $350 for her presentation on Boring in Bakersfield, California; William Horn from Future Leaders Gather at Case on Top Flight Tools: A Company with a Few Anaheim, California; and Breann Pearson Competition Loose Screws. Third place and $200 went to from Orem, Utah. Hyrum Ploeg and Scott Roberts who pre- Teams were allotted five hours to address sented CGI-AMS: A Case of Acquisition. tax issues outlined in a realistic case using only the Internal Revenue Code and the Business Language Courses Add Treasury Regulations. Sixty-five teams from Marketability more than forty colleges and universities were Learning a foreign language is not just benefi- whittled down to twelve finalists. The BYU cial for LDS missionaries and Miss Universe team earned scholarships as well as $6,000 in contestants. It has also become an essential From left: Dean Ned Hill, Kelvin Goh, Terilyn Zawrotny, grants for the School of Accountancy. Hyrum Ploeg, and Associate Dean Michael Thompson. conduit for today’s businessperson. The graduate team received honorable Not only does BYU have one of the most mention at the regional level, signifying a top Using a classic iceberg metaphor of making bilingual campuses in the country, it also offers ten finish nationally. Associate Professor Ron changes below the surface, Kelvin Goh stayed an excellent selection of business language Worsham advised that team, which consisted above his competitors during a case-writing courses. These courses add a business dimen- of Michelle Austin from Fruit Heights, Utah; competition hosted by the Dyer Institute 9 sion to a student’s existing language skills. Natalie Hendricks from Peoria, Arizona; Lori December 2005. “Students learn business terms and busi- McDonald from Rexburg, Idaho; and Aaron The competition, called In Any Case, ness cultural aspects of the language that Watts from Buena Park, California. Change, gave students in Organizational they didn’t learn on their missions, giving Behavior 321 classes an opportunity to illus- them a competitive advantage in the interna- Covey Addresses BYU Students trate how they would implement change to tional business field,” says Cynthia Saldanha National best-sell- real events and organizations. Halliday, Portuguese business language ing author Stephen “The competition exceeded our expecta- instructor and managing director of the Global R. Covey addressed tions,” says Tenneson Woolf, Dyer Institute Management Center. BYU students 23 managing director. “The students did a fan- Because students are already conversant in January. The lecture tastic job, and we received great support from a foreign language, instructors can focus on was hosted by the the faculty.” advanced business language skills. Class instruc- Marriott School’s Goh was awarded the first-place prize of tion covers everything from resumé writing in Business Strategy $500 for his case TechSystems Asia: Change another language to foreign business etiquette. Club and the Inertia. The presentation centered on creating “These classes provide opportunities to learn Marriott Undergraduate Student Association. a more learning-focused workforce. Goh also vocabulary, business concepts, and cultural Students packed the JSB Auditorium, filling explained the need for more employee feed- knowledge that prepare students to function the aisles as well as the seats. back to create better training programs and a Covey, named in Time magazine as one of more motivated work environment. the twenty-five most influential Americans, “Kelvin’s case was well written and provoca- spoke to students and community members tive,” Woolf says. “In his presentation he was about leadership as a choice, not a position. able to share a lot of information and insight in a Business leaders around the globe have sought short period of time—a mark of a good leader.” Covey’s counsel on how to harness their indi- Out of the twenty-nine students who sub- vidual leadership potential. mitted cases, seven finalists were selected to “The secret to the big is the small,” Covey present their work before three faculty mem-

summer 2006 21 school news more effectively in an international business real, half-million dollar portfolio. Personal FACULTY NEWS environment, and specifically in the countries finance seminars educate young married stu- of interest,” says Robert Russell, chair of BYU’s dents about finance. Students Choose Merrill J. Bateman Asian and Near Eastern Languages Department Advisory boards have also been established Award Recipients and Japanese business language instructor. in real estate, investment management, and corporate finance. Adjunct professionals have Peery Institute Awards New Scholarships started teaching new academy classes in real estate and investments to senior-level students. And a new lecture series was created to focus on financial services. “There’s no question that this last year was a banner year with so many good things hap- pening with our outside partners” says Steven Thorley, H. Taylor Peery Professor of Finance. Associate Dean Steve Albrecht congratulates his son, Professor Conan Albrecht, who received the 2006 Merrill J. Bateman “We’re grateful for the support of our donors Student Choice Award. and are excited about all of the progress that’s been made.” Marriott School students selected two of their The H. Taylor Peery Institute of Financial classmates and a professor to receive the 2006 Services awarded ten scholarships to under- BYU Students Take Top Prize at National Merrill J. Bateman Awards. These honors, now graduate students at its annual awards dinner xTAX Competition in their fifth year, are the only awards chosen 21 February. Death and taxes aren’t the only things in life solely by students. This year’s recipients were: Shalayne Davis you can count on; xTAX Competition judges This year, students awarded Amber Hunter, from Boise, Idaho; Derrick Kim from Mililani, have added BYU Marriott School students to an MBA student from Genola, Utah, and Brent Hawaii; Quan Mai from Ba Dinh District, their list. Dance, a business management student from Hanoi; Kasey Mathews from Mesa, Arizona; BYU is now the only university to win nation- Fall City, Washington, with Merrill J. Bateman David Miles from Marvin, North Carolina; ally all four years since the competition began. Outstanding Student Awards; Nathan Given, Nathan Packer from Fruit Heights, Utah; Sarah Not only was this year’s team national winners, an MISM student from Provo, received an Phelps from Provo; Benjamin Thomas from they also took home the competition’s top honor, honorable mention. Conan Albrecht, an assis- Idaho Falls, Idaho; David Todd from Salt Lake the Hamilton Award, and more than $11,000. tant professor of information systems, received City; and Forrest Yee from Littleton, Colorado. “The xTAX competition allows a team of the Merrill J. Bateman Student Choice Award. Scholarship recipients and institute leaders BYU students to test their tax policy, presen- The awards are named for former BYU pres- attended the banquet, where Peery Institute of tation skills, and teamwork against others ident and dean of the School of Management. Financial Services Director Jim Engebretsen through intercollegiate competition,” says The outstanding student award, given annually addressed the audience. Engebretsen spoke about John Barrick, assistant professor of accounting to an undergraduate and graduate student, is Marriott School students maintaining a “dou- and xTAX advisor. based on community service, student leader- ble heritage”—sustaining strong values in the The BYU team beat four other national ship, and extracurricular involvement. The things of the Lord as well as in secular things. finalist teams from Baylor, Bryant College, student choice award is given to a faculty mem- “This is one of the toughest business Michigan State, and Notre Dame to win the top ber, staff member, or administrator who has schools in the nation, because the students prize. Each team consists of five participants demonstrated outstanding efforts to enhance have to do both,” Engebretsen explained. with at least one junior and two sophomores. students’ experiences at the Marriott School. H. Taylor Peery Scholarships are intended BYU’s team included: Aaron Zimbelman The award recognizes mentoring, involvement for students pursing careers in investment of Provo; Brian Hunt of Paradise, California; in student activities, and exemplary leadership. management, financial planning, insurance, or Jed Eastman of West Bountiful, Utah; Kodiak real estate. Smith of Bountiful, Utah; and Meg Casper of Study Explores Reasons Executives Applicants submit essays about their school Mesa, Washington. ‘Aren’t Going to Take It Anymore’ and work experiences to describe their pursuit More than nine hundred students from All employees live of a career in financial services. Scholarship twenty-five colleges and universities partici- with the reality that winners are selected according to GPA, experi- pated in the first round of the competition. annoying co-work- ence, and level of interest. The students are also Their task was to consider how a country can ers, unrealistic quo- required to declare financial services as their achieve economic objectives by instituting a tas, or a difficult boss emphasis and to take certain courses within job growth and incentive tax proposal. The may someday spark the emphasis. top team from each campus won $1,000 and a search for differ- In addition to the scholarships, the Peery consideration for the finals. Five teams were ent employment; but Institute has established a number of other chosen as national finalists, awarded $10,000, what could cause programs aimed to benefit students. An and invited to Washington, D.C., to meet your boss to go looking for a new job, creating undergraduate investment management fund with PricewaterhouseCooper’s Washington uncertainty for you? gives students the opportunity to manage a National Tax Service. A new study by John Bingham, assistant

22 MARRIOTT school news professor of organizational leadership and ing executives work harder to reach organiza- initial public offering strategy, finds executives don’t mind pressure tional goals and standards. is to create public to perform, as long as they are given freedom Obstacle-related demands have elements shares for use in to achieve high standards. outside the executive’s control, such as an future acquisitions. “Job demands create the basic ‘fight or unsupportive boss, lots of red tape, or unreal- Academics argue flight’ situation,” Bingham says. “When man- istic quotas and goals. Bingham found these that at some point a agers have some control over how to deal negative obstacles were what caused execu- company will run out with a challenge, they accept—and may even tives to start browsing the help-wanted ads. of its own money and enjoy—fighting to overcome it. But when the Bingham suggests high-level executives will be unable to take James Brau issues affecting them are beyond their control, involve their key leaders in the goal-setting on more debt with- they start to look at that flight option.” process and allow them leeway in how they out paying exorbitant interest rates. With bank Bingham said the amount of stress on an meet those goals to keep them happy in their financing out of the question, a business would executive doesn’t just affect him or her alone; jobs. He also says it is important for top be forced to raise money via an initial public it can be hard on everyone who works with or executives to provide lots of opportunities for offering to minimize the cost needed to grow. for that person. managers to give feedback. “It’s here that we find one of the biggest Bingham collected data from more “Executives and managers want to have disconnects between CFO practitioners and than one thousand executives to find out control over the problems facing them,” academics,” says Brau, associate professor what would make them search for alterna- Bingham says. “When they don’t, that’s when of finance. “The practitioners say they aren’t tive employment. The study, published in they start looking for something new.” going public to minimize the cost of capital, a recent issue of Group and Organizational which the academics think is a primary reason, Management, compared the executives’ BYU Study Clarifies Misunderstood but to create this currency for acquisitions.” responses about their work environments to Motivations Behind IPOs Once a company is public, it has easily their activity in the job market. A new BYU study pitting generally accepted traded shares that act as a currency for acquir- The results prompted Bingham to divide theories against real-world behavior provides ing and being acquired, Brau says. job demands into two categories: challenge- important implications to investors consider- The study, published in the 15 February related demands and obstacle-related demands. ing companies’ initial public offerings. issue of the Journal of Finance, details Brau Challenge-related demands include issues Flying in the face of the theory that com- and Fawcett’s work surveying 336 CFOs from executives tend to have more control over, panies go public to minimize the cost of the a mix of companies that had successfully like a downturn in productivity or a tight money they need to grow, the research by gone public, withdrawn a bid to go public, or schedule. Bingham says these types of positive James C. Brau and Stanley E. Fawcett reveals chosen never to go public. The researchers challenges actually increase productivity, help- that the most important motivation for an used the companies’ responses to determine how well attitudes and practices meshed with the latest academic ideas regarding IPOs. Marriott School Names 2006 Hawes Scholars They also compared survey results to publicly The Marriott School named nine MBA available financial data to see how well survey candidates as its 2006 Hawes Scholars— results reflected actual performance. the highest distinction given to MBA “In some cases we found that the academic students at the school. The honor, which theory was well grounded and that the CFOs carries a $10,000 cash award, recognizes agreed with what academics had concluded,” students for scholastic and extracurricular says Brau, Goldman Sachs Faculty Fellow. “In success throughout the graduate program. other cases, mainly in issues surrounding moti- The 2006 Marriott School Hawes vation and timing, we found there was a little Scholars are Samuel Bernards, from bit of a disjoint between CFOs and academia.” Back, from left: Michael Kennington, Brian Cutting, Trent Read, Alpine, Utah; Ryan Bybee, from Orem, Post-IPO data confirmed there is a higher Anthony Coppel, and Ryan Bybee; Front, from left: Richard Zollinger, Tara Haynie, Cori Lindstrom, and Samuel Bernards. Utah; Anthony Coppel, from Geneva, incidence of newly public companies that par- Switzerland; Brian Cutting, from ticipate in mergers and acquisitions relative Danville, California; Tara Haynie, from St. George, Utah; Michael Kennington, from to established companies, Brau says. But the Levenworth, Kansas; Cori Lindstrom, from Elk Ridge, Utah; Trent Read, from Salt Lake data also revealed a twist; companies that have City; and Richard Zollinger, from Idaho Falls, Idaho. recently completed an IPO are more likely to “By no means was the selection process easy,” says James Stice, MBA program director. be acquirers than to be acquired. “We asked the Marriott School faculty and students for input and recommendations. Many Brau and Fawcett’s research should give the were considered, but in the end we feel these nine are most deserving.” average investor a better, more cautious under- Hawes Scholar nominees are voted on by students and faculty. Final selection is made by standing of why a company chooses to go public, the Hawes Scholar Committee, with the approval of the Hawes family. Selection is based on Brau says. “Sure, you have your ‘Googles’ that academic performance, leadership maturity, and a commitment to high ethical standards. shoot to the moon, but investors need to under- Named for successful corporate executive Rodney A. Hawes Jr. and his wife, Beverly, the stand that, on average, IPOs underperform award was created in 1998 to recognize the accomplishments of graduating MBA students. similar, seasoned companies over the long run.”

summer 2006 23 alumni news

MANAGEMENT SOCIETY NEWS hosted an internship expedition 14–17 February for students from BYU–Idaho. The students Austin Chapter Hosts BYU President, and faculty met with representatives from local Students, and Golf Tournament employers such as USAA and Dell Computers. The Austin Kent Jackson, Information Systems Department Chapter held chair at BYU–Idaho, spoke to thirty-six stu- its annual gala dents and twelve Austin Management Society 11 November, members on successful careers in an increas- which featured ingly competitive worldwide economy. From left: Sherri Whiting, Brent Mortensen, Richard Strong, President Cecil The chapter also held its annual scholarship- Kelly Johnsen, Chad Willardson, and Dean Ned Hill. O. Samuelson raising golf tournament 28 April. Four $1,000 as the keynote scholarships were awarded to local high school and Society co-sponsored the event. speaker. Also seniors who best demonstrated ethical cour- The University of Redlands provided Dell CEO and Austin Chapter Advisory Board Member Kevin during the age and effective moral leadership. accommodations and was pleased to host Hill. Rollins, right, presents BYU event, the J. Jerry Platt, dean of the University of Redlands President Cecil O. Samuelson with Reuben Clark Inland Empire Initiation School of Business, met with Hill before the a Stetson hat at the chapter’s gala. Law Society pre- Dean Ned Hill headlined the premiere meeting to discuss ideas regarding the inte- sented its annual Faith and Integrity in Legal event of the new Inland Empire California gration of ethical standards in the academic Service Award to Justice Willett of the Texas Management Society Chapter by speaking on programs at both schools. Supreme Court. “Business with Integrity.” The University of More than 125 students, university officials, To kick off this year’s events, the chapter Redlands Banta Center for Business, Ethics, new Management Society members, and community neighbors attended the event. To view slides from Hill’s presentation, visit ms.byu. Goin’ for a Ride edu/inlandempire. Kristen Knight, director of marketing for NuSkin in the Americas and Europe, loves going to work because Idaho and Colorado Chapters each day she develops unique and artistic materials. Emphasize Networking But her love for original design doesn’t stop there. As area residents Knight, who earned her MOB from the Marriott School come to understand in 1998, is a connoisseur of vintage Vespa scooters. the importance of “It’s what brings out the Audrey Hepburn mentality in networking, they are me,” Knight explains. “It has been an interest of mine since turning to the Boise, high school, when I was in the ‘mod’ frame of mind.” Idaho, Management Knight purchased her dream Vespa eight years ago Society to accelerate out of a huge warehouse full of imported Levi’s Jeans their career goals. and rusted out scooters from Italy. “I saw a white one “Not surprisingly, Senator Mike Crapo just like the one Audrey Hepburn rode in Roman Holiday tucked away in the corner, and I our membership bought it immediately.” has increased dramatically,” says Chris Keller, Knight says she loves going out for a ride a couple times a week during the spring and networking director. “One of the secrets to our summer months. Occasionally she joins with her fellow Vespa lovers for a wind-through- success is that we email job announcements your-hair ride. and resumés to our membership. We’re active, “I guess you could say it’s kind of my mid-life crisis,” she jokes. and area residents are increasingly embracing But to Knight, there is much more to life than just riding ’til the sun sets. The Salt Lake our network as a means of enhancing their own native is also paving a distinguished career path for herself. career growth.” After earning her degree, she worked in the high tech industry for more than fifteen The chapter also hosts keynote speaker years and briefly worked as a consultant. With NuSkin, Knight and the other members of luncheons. BYU–Idaho President Kim Clark the marketing department aim to see their effect on the company’s growth. addressed a large crowd during the November “Everyday I use what I learned while earning my degree,” Knight explains. “Evaluating luncheon. In January, investment advisor the market and using strategic thinking are key elements to what we do. We have to foresee Mark Daly discussed investment strategies. any holes in the market to ensure our program fits.” And in February, luncheon attendees heard Knight’s journeys—whether riding her Vespa or steering her career—have given her one from U.S. Senator Mike Crapo, R–Idaho, who edifying experience after another. spoke on developing moral, ethical leadership.

24 MARRIOTT alumni news

Instilling Hope Within a Devastated Nation How can someone help a country with more than thirty-four million orphaned children, where the average life expectancy is thirty-four years and one-tenth of the population is infected with HIV? “One family at a time,” says Joao Bueno, the area director of Care for Life in Africa.

Care for Life focuses its efforts pri- From left: Rob Critchfield, Ken Roberts, Richard King, marily in the country of Mozambique. and Bill Hitchin. A proactive mission statement explains its objective to alleviate suffering, promote self-reliance, and instill hope within the children King. He taught law and English at BYU and and families of one of the poorest nations in the world. is a Distinguished Military Graduate of U.C. Bueno, 50, who earned his MPA from the Marriott School in 2005, recently accepted a Berkeley. He also served as executive director proposal from the organization to stay and work in Mozambique full time. After having of the Wheelchair Foundation. been sent on multiple assignments in the area, the organization saw just how valuable an As president of Rotary International, King asset he is. addressed Rotarians around the world and “The second Joao stepped in he just opened our eyes to what we could do and showed us in all fifty states. He also presided over the the full potential of these people,” says Sylvia Finlayson, executive director of Care for Life. organization’s greatest growth in its one hun- Bueno’s interest in the development of deprived populations in poor countries has taken dred-year history, averaging more than one him around the globe. In Mumbai, India, he presented a seminar on poverty alleviation to new Rotary Club every eight hours. the World Social Forum. And in summer 2004 he went to Mexico City, where he helped CLASS NOTES establish a microcredit system among hundreds of impoverished families.

Bueno, a native of Belo Horizonte, Brazil, dedicates much of his time to directing the 1977 Family Preservation Program. Care for Life’s strategy is to assist struggling households by teaching proper family hygiene, improving sanitation and general health, and motivating Though Kathy Day claims to children to enroll in school. The lessons are based on creating stable, self-sufficient families. have never worked full-time “The plan is simple but very effective,” Bueno explains. “We use specific indicators to help since graduating, a decorated these people understand how to improve their lives by establishing and attaining goals.” list of accomplishments sug- Households are organized in groups to provide support for one another, and children’s gests otherwise. Day says clubs help kids meet their own physical, emotional, and mental needs. By getting the chil- the skills she learned while dren involved in group activities such as sports, drama, and cultural events, Care for Life earning her MPA in 1977 came in handy while plans to see remarkable improvements within the community. raising a family and managing church callings. The organization in Mozambique is helping five hundred families in two communi- Day works as a mentor and clerk for Weight ties. But with Bueno’s help, Care for Life aims to reach more than six thousand families in Watchers, where she trains new employees, twenty-four communities during the next three years. counsels and weighs members, and keeps There is a great sense of ownership of the program by the workers in the field,” Bueno meeting records. says. “And we’ve also seen a great change in the attitude of the participating community In addition, Day serves as stake commu- leaders. Everyone is uniting and willing to work hard toward the improvement of this nity relations specialist. She hosts genealogy struggling nation.” seminars and heads many community service To find more information, visit careforlife.org. projects. During the past year she was heavily involved in Hurricane Katrina relief efforts. Day and her husband, Anthony, reside in The Boise Chapter also devoted the entire business professionals design, implement, and Huntsville, Alabama. They have five children. April luncheon to networking. “It’s an inno- manage career advancements. 1981 vative concept,” Keller says. “We advised attendees to bring lots of business cards; they Tacoma Honors King as After weighing the opportu- needed them.” ‘Humanitarian of the Year’ nities outside of Utah, Tim The Denver, Colorado, Management The Tacoma, Washington, Chapter honored Larsen is glad he stayed in Society began hosting a monthly breakfast Richard D. King 24 February as its 2005 Utah Valley. In summer 2004, seminar series 21 March. On the third Tuesday Humanitarian of the Year. Ken Roberts, a Larsen was promoted to of every month, Management Society mem- member of the Tacoma advisory board, pre- managing partner of Squire bers unite at a local restaurant to eat, network, sented a framed certificate at a luncheon held & Company, a CPA firm in Orem, Utah. and listen to a keynote speaker. in King’s honor. Larsen has worked for Squire & Company Gordon Miller, a senior executive career King is a past president of Rotary since earning his MAcc from BYU in 1981. coach, addressed the chapter during the International and a senior partner of the San During that time he has been involved in March seminar. Miller focuses on helping Francisco Bay area law firm King, King, & the Provo/Orem Chamber of Commerce,

summer 2006 25 alumni news the Utah Association of CPAs, and the Risk Alumnus Shows Youthful Flair for Team Ownership Management Association. George Steinbrenner of the New York Larsen was the first Utah CPA to receive Yankees and Brady Nelson of BYU’s the CITP—Certified Information Technology class of 2002 share something in com- Professional—designation. He and his wife, mon: both are owners of a sports fran- Elise, reside in Orem and have nine children. chise. But, one thing they don’t share 1987 is age. Steinbrenner, now 75, purchased the Yankees at the age of 42. At only 28, David W. Smiley recently Nelson is a very young upstart as major- opened his own law practice ity owner of the Spokane Shock. in Bend, Oregon. Smiley From left: Adam Nebeker, Brady Nelson, and Eric Enloe. In April 2005, just three years after earned his BA in accountan- earning his degree in business manage- cy from BYU in 1987, became ment, Nelson saw an opportunity to create an arena football team in his home state of a certified public accountant Washington and went for it. in 1991, and earned his JD from the University “It was an uphill battle to convince the league and the city that a team could flourish in of Oregon School of Law in 1995. He has since the Spokane market,” Nelson says. “But the youthfulness of the owners has been a big ben- practiced law in the areas of corporate, busi- efit. There’s just so much energy here to go and do it.” ness, tax, and estate planning. Having heard so many of her husband’s business proposals, Nelson’s wife didn’t give Smiley and his wife, Marika, live in Bend, much thought to the idea of owning a football team. “She’s not a big sports fan, but when Oregon, and have three children. we went to go see our first arena football game together as a family, she really took to the 1988 idea, and the kids had a blast,” Nelson says. Nelson and his fellow investors, Adam Nebeker, a 2002 business graduate, and Eric Nissan Motor Co. is moving Enloe, a 1998 mechanical engineering graduate, join the ranks of some high-profile arena its North American head- football owners such as Jon Bon Jovi, Tim McGraw, and John Elway. quarters this summer from With so many team owners in the league just as a hobby, Nelson admits wondering—at California to Nashville. That least at first—if they’d gotten in over their heads. They had taken a number of large risks, means Steven R. Lambert, Nelson says, but soon he and his co-owners felt more secure with their investment. president and CEO of Nissan “His vision of what we can accomplish is never based on what other teams are doing or Motor Acceptance Corp and Infiniti Financial what’s been done in the past,” Nebeker says. “Brady amazes me with his ‘why not?’ attitude.” Services, will be moving to the country music In addition to operating the Shock, Nelson continues to manage Regal Satellite and capital as well. Security—a company he started while attending BYU. Regal provided him with the finan- Lambert began his career with Hughes cial resources as well as the business savvy needed to create an athletic program. Aircraft after earning an MBA from the “Door-to-door selling taught me lessons about running my own business, forecasting Marriott School in 1988. He has been work- the market, and selling the product,” Nelson explains. “I felt more confident negotiating ing for Nissan North America since 1992 and contracts with TV and radio executives with my previous sales experience.” is also president of Nissan Renault Finance As owner of a satellite company and a football team, Nelson sees an opportunity to pro- Mexico, the captive finance company for mote both businesses. During the course of a game, he hopes each company will generate a Nissan in Mexico. good deal of revenue. Lambert and his wife, Sheri, reside in Yorba “The business management core classes I took at BYU were the biggest help for me,” Nelson Linda, California, and have four children. says. “The Center for eBusiness also really helped me understand project management.” 1990 The team’s owners established a goal for season ticket sales, which was one thousand more than what the best-selling team sold last year. As of March, the Shock was on pace to Tom Roberts, MBA meet that goal. class of 1990, recently accepted the position of chief marketing officer at Limited Corporation. He also performed in Texas Chapter of the Dobson Communications various strategy and marketing positions at American Society for Public Corporation, a $1.2 billion Hillenbrand Industries. Administration. He is also a wireless telecommunications company serving Roberts and his wife, Jennifer, have four civil service commissioner mainly rural markets. children. The family recently moved to for the city of Denton, Before the recent move, Roberts was Oklahoma City, Oklahoma. Texas. area vice president of marketing at Verizon Before teaching at UNT, Benavides worked 1994 Wireless. He was head of marketing for a as coordinator of accreditation and compli- $5 billion division covering the Western In addition to his duties as an assistant ance for the County of Summit Board of United States. Before working in the wire- professor of public administration at the Mental Retardation and Developmental less industry, Roberts served as director University of North Texas, Abraham David Disabilities in Ohio. of financial reporting and analysis at The Benavides serves as president of the North Benavides earned his MPA from the

26 MARRIOTT alumni news

2000 Marriott School in 1994 and PhD from marily with Juicy Fruit. Cleveland State University in 2002. He and Few people can say their Burton immediately his wife, Sandra, reside in Denton with their commute to work is less began working for Pillsbury/ four daughters. than a mile, their work attire General Mills after earning can be shorts and a t-shirt, her MBA from the Marriott Kelly L. Stotts says his envi- and that they have more free School in 2000. She and her ronment has changed com- shoes than there are days to husband, Joseph, reside in Chicago. pletely after recently relo- wear them. But as a footwear product devel- 2003 cating to the Netherlands, oper for Nike, Samuel Behunin can easily but the high demands of a make the claim. From June 2004 until public accounting career After earning an MBA from the Marriott December 2005, Rachel never change. In September 2005, he accepted School in 2000, Behunin moved to Oregon, Birch worked for a two-year assignment as senior manager of where he was recruited by Intel at the height Representative John C. PricewaterhouseCoopers in Amsterdam. of the tech bubble. Shortly thereafter, he Stewart in the Michigan State Stotts has worked for the company since was presented with the aforementioned job House of Representatives as earning his MAcc from BYU in 1994. He began description and wasted no time in accepting. a legislative assistant. During her time with his career in Houston and had been working in Behunin and his wife, Abby, live in Representative Stewart, Birch gained insight Portland, Oregon, until the recent move. Stotts Beaverton with their two-year-old daughter. into the state policy-creation process, con- and his wife, Maria, have five children. stituent relations, and the functions of state Chewing gum during business meetings is universities within their communities. 1995 usually a no-no. But as marketing manager After earning her MPA from the Marriott R. Todd Averett works as of Eclipse chewing gum at Wrigley, Dicy School in 2003, Birch worked as office manager director of learning and Roberts Burton can chew all she wants. Prior for Bluefin Design Group. She and her husband, development for Payless to joining Eclipse in 2002, Burton worked pri- Nicholas, are expecting their first child in June. ShoeSource. His main focus is to assist individuals, teams, Alumni Steer Automotive Network and executives throughout the company to gain perspectives on becom- Many people would feel just as uncom- ing more successful. He has also worked as fortable sitting in a mechanic’s wait- director of management development, man- ing room as they would waiting for a ager of merchant development, and industrial dentist’s chair. relations supervisor. Knowing this, two BYU alumni After earning his MOB from BYU in 1995, devised a plan to ease the anxiety asso- Averett worked in the BYU Human Resource ciated with having a vehicle serviced. Development Department designing and Lance Boldt, a 1985 finance graduate, delivering training programs. and Sean Whiffen, who earned a BS in He and his wife, Teresa, reside in Topeka, business in 1998, developed AutoNetTV. Kansas, with their three boys. AutoNetTV is the first and only exclusive automotive television network viewed by customers in waiting areas of automo- 1997 tive service centers. Not only does the programming entertain with an energetic cast, it Jeff Jones was recently pro- also educates customers who might otherwise feel like waiting-room captives. moted to project manager “Our broadcasts give customers specific vehicle information and maintenance tips,” for creation of the Baghdad Whiffen says. “The programming helps vehicle owners learn how to save money, improve Landfill, and the Baquba and safety, and increase vehicle performance in an easy-to-understand way.” Al Rasheed water facilities. Boldt and Whiffen spent more than $500,000 in pre-market testing, research, and devel- Jones is also involved in train- opment before the program began to take shape. ing twenty-five Iraqi government officials in To give their business added seed capital, Boldt and Whiffen partnered with Andrew financial planning and budget modeling for the Orgel, co-founder of MTV Networks. They also entered into an agreement with Talking Ministry of Municipalities and Public Works. Pictures, a leader in the film review industry. With their new partnerships, AutoNetTV He previously worked at Operations now has more than four hundred contracts with service centers coast-to-coast showing Management International, Inc., an envi- their programs. ronmental engineering company, as a senior “We are our own case study every day,” Whiffen says. “After digging up as much research financial analyst. as you can, you simply have to follow your instinct.” Jones earned his BS in business manage- Whiffen says much of what he learned about the value of innovation, he learned at BYU. ment from the Marriott School in 1997. He “There is more than one answer to every problem and question,” Whiffen explains. “Each and his wife reside in Denver, Colorado, with of the successful businesses and brands we learned about at school took risks and focused their two children. on developing good products and services. Those principles don’t change.”

summer 2006 27 18% Part-time

2005 Annual Report3% Visiting

BYU MARRIOTT SCHOOL OF MANAGEMENT 79% Full-time

school report Faculty Total faculty: 187 26% Part-time Our Fourfold Mission 3% Visiting education: Attract, develop, and place men and women of faith, char- 71%Averageerage Full-time acter, and professional ability who will become outstanding Top 50 (Out-of-State) leaders capable of dealing with change in a dynamic, global (Out-of-State) BYU environment. (Full-time(Non-LDS)(Non-LDS) faculty with PhDs:BYU (LDS) 90%) research: BYU (LDS) Advance knowledge by building on strong conceptual foun- Graduate Tuition dations to identify and solve critical management problems, BYU vs. Top 50 U.S. Business Schools (2 semesters) focusing special attention on global, technological, and entrepreneurial drivers. $35,000

$30,000 outreach: $25,000 Extend the blessings of management education to members of the worldwide Church. $20,000 $15,000

friendship: $10,000 Develop friends for the university and Church around the world $5,000 through service in professional organizations and by collaborat- $0 ing in the development of management-education programs. 1996-97 1998-99 2000-01 2002-03 2004-05 2006-07

Averageerage TTop 50 BYU (Non-LDS) BYU (LDS) National Rankings (Out-(Out-of-State)

RANK PROGRAM SOURCE graduate 2nd MBA (ethics emphasis) The Wall Street Journal, 2005 6th MBA (regional schools) The Wall Street Journal, 2005 17th MBA Forbes, 2005 27th, 45th (world) MBA Financial Times, 2006 34th MBA U.S.News & World Report, 2006 1st MBA (most family-friendly) The Princeton Review, 2006 2nd MAcc Public Accounting Report, 2005 undergraduate 2nd Accounting Public Accounting Report, 2005 8th Undergraduate Programs BusinessWeek, 2006 1st Tier (top 13) Entrepreneur (regional schools) Entrepreneur, 2005

28 MARRIOTT annual report alumni report Where Marriott School Alumni Reside 2% 21% 8% Northeast Pacific West 3% 5% Mid-Atlantic Midwest

Alaska

Hawaii

2% International 42% Utah 4% South 13% Total Alumni: 43,860* Southwest *Those who have completed at least 24 credit hours at the Marriott School.

Degrees Granted from 1922 to 2005

Executive MBA 1,147

Executive MPA 827

MAcc 3,415

MBA 4,182

MISM 245 Undergraduate Management 20,314

MOB 550 Undergraduate Accounting 10,766

MPA 1,708 Undergraduate Information Systems 128

0 1,000 2,000 3,000 4,000 0 5,000 10,000 15,000 20,000

graduate undergraduate

ALUMNI REPORT Total Marriott School Almuni: 41,000 summer 2006 29 *Alumni have completed at least 24 credit hours at the Marriott School.

ALUMNI REPORT Total Marriott School Almuni: 41,000 *Alumni have completed at least 24 credit hours at the Marriott School. annual report financial report Endowment Report (in thousands)

unrestricted endowment goal current funding % of goal College general 50,000 22,496 45% Academic departments 25,000 9,529 38% centers and institutes Center for Entrepreneurship 10,000 7,288 73% Rollins eBusiness Center 10,000 7,209 72% Whitmore Global Management Center 10,000 2,818 28% Center for Economic Self-Reliance 10,000 1,946 19% Peery Institute of Financial Services 7,000 5,425 78% Institute of Marketing 3,000 958 32% Dyer Institute for Leading Organizational Change 3,000 0 0% faculty and student support Chairs, professorships, and fellowships* 21,500 17,954 84% Faculty research 10,000 1,171 12% Scholarships and student loans 30,000 24,421 81% Student career services 5,000 2,500** 50% Total endowment 189,500 103,415 55%

*Some professorships have been reclassified from previous years. **Deferred gift

Tanner Building Addition (in thousands)

Construction cost and maintenance endowment 35,000 8,134 23%

Cash Flows

Investment Earnings University Budget Teaching and Alumni Programs 10% 64% Research Faculty 63% 1% Administrative Services 10% Gifts and Grants Student Financial Aid 17% 12%

Executive Education and Student Programs 12% Other Programs 9% Technology 2%

sources uses

30 MARRIOTT annual report fundraising report Contributions from Alumni and Friends 13.05

12 10.52 10 8.83 8.82 8.32 7.67 8 6.74 6 4.23 4 3.22 3.32 millions 2.62 2

0 1994-95 1995-96 1996-97 1997-98 1998-99* 2000 2001 2002 2003 2004 2005

*University financial reporting changed to calendar year—causing 1999 to account for 15 months.

Marriott School Endowment Growth 103.4 92.7 100

73.8 80 61.4 57.1 59.4 60 52.3 40.1 40 29.2

millions 20.6 15.5 17.8 20

0 1994 1995 1996* 1997 1998 1999 2000 2001 2002 2003 2004 2005

*Reporting changed to reflect market value.

Alumni Giving to the Marriott School Total Alumni Giving: 8% Average Alumni Gift: $1,502 Median Alumni Gift: $50

20 16% 16% 15% 15% 15 13% 11% 10% 10 8% 8% 6% 6% percent 5

0 MPA MBA MOB MAcc MISM Info Systems Info Undergraduate Undergraduate Executive MPA Executive MBA Executive Current Students Current Undergraduate Mgt Undergraduate Undergraduate Acct Undergraduate

summer 2006 31 annual report student report Academic Year 2005–2006

totals or student demographics mba* mpa* mism macc undergrad weighted avg. Number of applicants in 2005 353 185 70 278 942 1,828 Students entering in 2005 (Class of 2007) 118 57 48 160 798 1,181 Female 14% 52% 4% 22% 21% 21% International 9% 17% 8% 4% 8% 8% Minority 10% 10% 6% 3% 6% 6% Married 72% 47% 54% 47% 32% 40% Returned missionaries 87% 70% 85% 81% 77% 78% Bilingual 80% 73% 83% 62% 62% 65% States represented 21 14 12 23 43 46 Countries represented 8 8 4 3 27 38 Undergraduate universities 30 16 8 4 na 44 Average age 28 33 26 25 23 24 Average GMAT score 660 na 620 na na 648 Average entering GPA 3.51 3.60 3.63 3.76 3.62 3.63 Total number of students enrolled 241 130 94 309 1,578 2,352

* Does not include 125 Executive MBA and 121 Executive MPA students currently enrolled.

totals or marriott school financial aid** mba mpa mism macc undergrad weighted avg. Students receiving scholarships 170 107 55 153 276 761 Percent of students receiving scholarships 71% 82% 59% 50% 17% 32% Average scholarship amount $5,286 $3,942 $1,883 $1,512 $1,366 $2,671 Total scholarships $898,647 $421,771 $103,560 $231,401 $377,002 $2,032,381 Students receiving loans 71 19 5 13 na 108 Percent of students receiving loans 29% 15% 5% 4% na 14% Average loan amount $6,565 $6,551 $6,940 $5,571 na $6,460 Total loans $466,093 $124,476 $34,700 $72,426 na $697,695

** Does not include university or federal aid.

class of 2005 placement mba mpa mism macc undergrad Average starting base salary $75,300 $42,792 $51,413 $48,215 $42,230 % Placed at graduation 63% 55% 82% 96% 52% % Placed by 3 months after graduation 83% 78% 91% 99% 55%

32 MARRIOTT annual report

Black, Ervin L. “Corporate Governance, Strategy, faculty report and Supply Management Performance: An Empirical Analysis of Companies Listed in the Sao Paulo Stock Publications Exchange,” International Law and Management Review.*

The following scholarly publications were written or Timm, Paul R. Technology and Customer Service.* Brady, F. Neil and David K. Hart. “Spirituality and edited by Marriott School faculty in 2005. Entries fol- Archetype in Organizational Life,” Business Ethics lowed by an asterisk indicate collaborative work with Whetten, David A. Developing Management Skills, Quarterly. authors outside the Marriott School. Space constraints 6th edition.* do not allow for full citations; interested parties may Brau, James C. and Grant McQueen. “Lockups call 801-422-7696 or email [email protected]. Critically reviewed scholarly journals Revisited,” Journal of Financial and Quantitative and refereed conference proceedings Analysis.* Scholarly books Adolphson, Donald L. and William H. Baker. “Four Brau, James C. “Amazon Rainforest Properties Ltda: Albrecht, Conan C. and W. Steve Albrecht. Fraud Levels of Learning: A Framework for Preparing Monte Carlo Analysis in an International Capital Examination.* Managers and Leaders,” Best Paper Proceedings of Budgeting Decision,” Journal of Financial Education.* the 2005 Academy of Management Meeting. Black, Ervin L. and Lee Radebaugh. International Brau, James C. and Stan Fawcett. “Perceptions of the Accounting and Multinational Enterprises, 6th edition.* Albrecht, Conan C., Douglas L. Dean, and James V. Teacher-Leader in Modern Society: Insights from the Hansen. “Marketplace and Technology Standards Master Teacher’s Pedagogy,” International Journal of Gardner, Robert L. Prentice Hall Federal Taxation for B2B E-Commerce: Progress, Challenges, and the Public Administration.* Principles 2006, 19th edition.* State of the Art,” Information and Management. Bryson, Phillip J. “Pricing in the New Economy: Gardner, Robert L. Prentice Hall Federal Taxation Albrecht, Conan C., James V. Hansen, Douglas L. Lessons from the Period of the E-Commerce Bubble,” 2006: Comprehensive, 16th edition.* Dean, and Bonnie B. Anderson. “A Semantic Web International Journal of Business. Data,” Electronic Commerce Research. Gardner, Robert L., Dave N. Stewart, and Ronald G. Bryson, Phillip J. “Regional Development and Worsham. Tax Research Techniques, 7th edition.* Albrecht, Conan C. and Douglas L. Dean. “Motivating Human Capital Infrastructure in China: Lessons Content Contributions to Online Communities: Toward from European Union Regional Policy Experience,” Glover, Steven M. and Douglas Prawitt. Auditing and a More Comprehensive Theory,” 38th Annual Hawaii Proceedings of International Conference on Regional Assurance Services: A Systematic Approach, 4th edition.* International Conference on Systems Sciences.* Disparities, Economic Integration, and Development.

Glover, Steven M. and Douglas Prawitt. Auditing Allred, Chad. “Affect and Conation in Business-to- Bryson, Phillip J. and Gary C. Cornia. “Fiscal Cases: An Interactive Learning Approach, 3rd edition.* Business Relationships: An Empirical Analysis of Decentralisation in the Czech Republic: Current Issues Loyalty Lifecycle Sequence,” Proceedings of the and Problems,” Fiscal Decentralisation and Grant Glover, Steven M. and Douglas Prawitt. Auditing & Winter 2005 AMA Educators Conference. Transfers in Transition Countries: A Critical Perspective. Assurance Services International Edition.* Allred, Chad and Michael Swenson. “Using Charles, Shannon L. “Earnings Management and Hansen, Mark H. Strategic Management and Technology to Increase Student Participation in Forced CEO Dismissal,” Advances in Accounting.* Competitive Advantage: Instructor’s Manual.* the Marketing Principles Course: The Random Selector Model,” Proceedings of the 2005 Marketing Christensen, Ted E. “The Relation between Investor LeBaron, Curtis D. Considering the Social and Educators Association Conference. Uncertainty and Market Reactions to Earnings Material Surround: Toward Microethnographic Announcements: Evidence from the Property-Casualty Understandings of Nonverbal Behavior. Allred, Chad, Scott M. Smith, and Lenard Huff. “The Insurance Industry in the USA,” Journal of Business Influence of Religious Culture and Religiosity on Finance and Accounting.* LeBaron, Curtis D. Cultural Identity Among Mormons: Television Viewership and Attitudes,” Proceedings of A Microethnographic Study of Family Home Evening. the Eleventh Cross-Cultural Research Conference. Cornia, Gary C. and Barrett Slade. “Assessed Valuation and Property Taxation of Multifamily Romney, Marshall B. Sistem Informasi Akuntansi, Anderson, Bonnie B. and Marshall Romney. “Mass Housing: An Emperical Analysis of Horizontal and Buku Dua.* Mailings Made Simple,” Journal of Accountancy.* Vertical Equity,” Journal of Real Estate Research.

Romney, Marshall B. Accounting Information Anderson, Bonnie B., James V. Hansen, Paul B. Dean, Douglas L. “The Design and Field Evaluation of Systems—Thai Edition.* Lowry, and Scott Summers. “Model Checking a Repeatable Collaborative Software Code Inspection for E-Commerce Control and Assurance,” IEEE Process,” 11th International Conference on Groupware Romney, Marshall B. Fraud-Related Internal Controls: Transactions: Systems, Men, and Cybernetics. (CRIGW).* Complying with Sarbanes-Oxley and SAS 99. Baker, William H. “Critical Factors for Successful DeRosia, Eric. “A New Sleeper Effect: The Temporal Romney, Marshall B. Accounting Information Municipal Public Hearings,” Public Administration Effects of Making Messages More Challenging,” Systems, 10th edition.* Review.* Proceedings of the American Academy of Advertising.

Romney, Marshall B. The MicroMash CPA Review. Ball, Nicholas. “Information Systems Security DeTienne, Kristen B. “The Pragmatic and Ethical and Information Systems/Information Technology Barriers to Corporate Social Responsibility Disclosure: Romney, Marshall B. Sistem Informasi Akuntansi, Structure: A Contingency Perspective,” America’s The Nike Case,” Journal of Business Ethics.* Buku Satu.* Conference on Information Systems.* DeTienne, Kristen B. “Corporate Intranets and Smith, Scott M. Fundamentals of Marketing Research.* Barrick, John A. and Greg Burton. “Taxpayers’ Knowledge Management: A Quest for Efficiency Prepayment Positions and Tax Return Preparation or Taylorism Revisited?” International Journal of Stice, Earl K. and James D. Stice. Financial Fees,” Contemporary Accounting Research.* Knowledge Management. Accounting: Reporting and Analysis, 7th edition. Bingham, John B. “Job Demands and Job Search DeTienne, Kristen B. and Kristie K. Seawright. “Cost- Stocks, Kevin D. and Richard McDermott. Eleventh Hour. Among High-Level Executives in the U.S. and Europe,” Effective Service Recovery: Knowing Which Customers Group & Organization Management.* to Keep,” International Journal of Applied Marketing.* Timm, Paul R. Customer Service, 3rd edition.

summer 2006 33 annual report

DeTienne, Kristen B. and Kristie K. Seawright. “An Godfrey, Paul C. “The Relationship between Ogden, Jeffrey A. “Critical Success Factors of Supply Empirical Examination of Service Recovery Design,” Corporate Philanthropy and Sharehdolder Wealth: Base Reduction Efforts,” 16th Annual North American Proceedings of the 36th Annual Meeting of the A Risk Management Perspective,” Academy of Research/Teaching Symposium on Purchasing and Decision Sciences Institute.* Management Review. Supply Chain Management.

DeTienne, Kristen B. and David Cherrington. “An Godfrey, Paul C. and Louise M. Illes. “Creating Ogden, Jeffrey A. and Stanley E. Fawcett. “Case Experiential Approach for Teaching Current Issues in Breadth in Business Education through Service- Study Barriers to Supply Chain Management HR Selection,” Proceedings of the 4th Conference on Learning,” Academy of Management Learning and Initiatives,” 16th Annual North American Research/ Innovative Teaching in HR/IR.* Education.* Teaching Symposium on Purchasing and Supply Chain Management. Dyer, W. Gibb. “Entrepreneurship and Family Godfrey, Paul C. and Nile A. Hatch. “Corporate Social Business in a Hostile Environment: The Case of Responsibilities: Theory and Evidence,” International Ogden, Jeffrey A. and Stanley E. Fawcett. “The Lithuania,” Family Business Review.* Association of Business and Society Proceedings.* Supply Chain Puzzle: A Pedagogical Tool Modeling Behavioral Issues in Supply Chain Management,” Facer, Rex L. “Employees Amidst Welfare Reform: Hansen, James V., Bonnie B. Anderson, Paul Lowry, 16th Annual North American Research/Teaching TANF Employees’ Overall Job- and Organizational- and Scott Summers. “Model Checking for Design Symposium on Purchasing and Supply Chain Role Satisfaction,” Journal of Human Behavior in the and Assurance of E-Business Processes,” Decision Management.* Social Environment.* Support Systems. Paik, Gyung H. “Special Charge Announcement Labeling Facer, Rex L. “Interstate Tax Coordination: Lessons Hansen, Mark H. and Lee T. Perry. “Diversification and Timing Choices: Opportunism or Signaling?” from the International Fuel Tax Agreement,” National and Focus: A Bayesian Application of the Resource- Journal of Academy of Business and Economics.* Tax Journal.* Based View,” Schmalenbach Business Review.* Paik, Gyung H. “The Effect of SEC Investigations on Facer, Rex L. “Interstate Tax Coordination: Lessons Liddle, Stephen W. “Automating the Extraction of Corporate Performance Characteristics,” International from the International Fuel Tax Agreement,” State Data from HTML Tables with Unknown Structure,” Journal of Business Research.* Tax Notes. Data and Knowledge Engineering.* Randall, Boyd C. and Brian C. Spilker. “Interaction of Fawcett, Stanley E. “The Implementation and Liddle, Stephen W. “Conceptual-Model-Based New Section 362(e)(2) with Loss Disallowance Rules,” Impact of ISO 9000 Among Small Manufacturing Semantic Web Services,” Lecture Notes in Computer Journal of Corporate Taxation.* Enterprises,” Journal of Small Business Science.* Management.* Romney, Marshall B. and Robert Jackson. “Student Liddle, Stephen W. “A Generalized Framework for Expectations of Computing Majors,” Proceedings Fawcett, Stanley E. “The State of Supply Chain an Ontology-Based Data-Extraction System,” Lecture of the 6th Conference on Information Technology Education,” Supply Chain Management Review.* Notes in Informatics.* Education.

Fawcett, Stanley E. “The Effect of People on the Liddle, Stephen W. “Representing Generalization/ Sampson, Scott E. “Theoretical and Practical Foundations Supply Chain World: Some Overlooked Issues,” Specialization in XML Schema,” Lecture Notes in of the Unified Services Theory,” Proceedings of the Human Systems Management.* Informatics.* Decision Sciences Institute Annual Meeting.

Felin, Teppo. “Strategic Organization: A Field in Lowry, Paul B. “The Impact of Process Structure on Smith, Scott M. and William R. Swinyard. Search of Micro-Foundations,” Strategic Organization. Novice, Internet-Based, Asynchronous-Distributed “Segmenting Internet Shoppers Based on their Web- Collaborative Writing Teams,” Institute of Electrical Usage-Related Lifestyle: A Cross-Cultural Validation,” Foster, Jr., S. Thomas. “Team Climate and Teamwork and Electronics Engineers (IEEE) Transactions on Journal of Business Research.* in Government: The Power of Embedded Leadership,” Professional Communication.* The International Journal of Quality and Reliability Smith, Scott M. and Chad R. Allred. “Cross-Cultural Management.* Lowry, Paul B. “Improving Design Artifact Reviews Religiosity: An Exploratory Investigation,” Proceedings with Group Support Systems and an Extension of of the 11th Cross Cultural Research Conference. Gardner, Robert L. and Ronald G. Worsham. Heuristic Evaluation Techniques,” HICSS.* “Intricacies of Figuring the Tax and Credit for Foreign Summers, Scott L., Bonnie B. Anderson, James Dividends,” Tax Strategies.* Lowry, Paul B. “Familiarity Effects on Trust V. Hansen, and Paul B. Lowry. “Standards and with Mobile Computing Device Websites,” 11th Verification for Fair-Exchange and Atomicity in E- Gardner, Timothy. “The Relationship Between HR International Conference on Human-Computer Commerce Transactions,” Information Sciences. Practices and Firm Performance: Examining Causal Interaction (HCII 2005).* Order,” Personnel Psychology.* Summers, Scott L. “A Fuzzy-Based Algorithm for Lowry, Paul B., Bonnie B. Anderson, and James Auditors to Detect Elements of Fraud in Settled Gardner, Timothy. “Interfirm Competition for Human V. Hansen. “Dependability Auditing with Model Insurance Claims,” Managerial Auditing Journal.* Resources: Evidence from the Software Industry,” Checking,” 11th Annual Americas Conference on Academy of Management Journal. Information Systems (AMCIS). Thompson, Jeffery A. “The Ethics of Cyberveillance in a Global Context,” The Ciber Institute.* Gardner, Timothy. “Human Resource Alliances: McKell, Lynn J. “Information Systems Analyst (ISA): A Defining the Construct and Exploring the Professional Certification Based on the IS2002 Model Thompson, Jeffery A. “Proactive Personality and Job Antecedents,” International Journal of Human Curriculum,” The Review of Business Information Performance: A Social Capital Perspective,” Journal of Resource Management. Systems.* Applied Psychology.

Gardner, Timothy. “Book Review: From Blackjacks McQueen, Grant R., James McDonald, and Steven Thorley, Steven. “Performance Attribution and the to Briefcases: A History of Commercialized Thorley. “Estimating Hazard Functions for Discrete Fundamental Law,” Financial Analyst Journal.* Strikebreaking and Unionbusting in the United Lifetimes,” Communications in Statistics: Simulation States,” Human Resource Mangement. and Computation.* Timm, Paul R. “Using Customer Loyalty as a Platform for Teaching Written, Oral, and Team-Based Business Glover, Steven M., Douglas Prawitt, and Jeffrey Ogden, Jeffrey A. “Supply Management Strategies for Communication,” Proceedings: Exploring the Impact Wilks. “Why Do Auditors Over-Rely on Weak the Future: A Delphi Study,” Journal of Supply Chain of Technology on Business Communication Practice Analytical Procedures? The Role of Outcome and Management.* and Pedagogy. Precision,” Auditing: A Journal of Practice and Theory. Vawdrey, Colleen. “Speaking: Verbalizing Ideas Effectively,” NBEA Yearbook.*

34 MARRIOTT annual report

Vorkink, Keith P. “Asset Pricing Theory and the Walters, Lawrence C. and Gary C. Cornia. “Full Wilks, T. Jeffrey and Mark F. Zimbelman. “Using Valuation of Canadian Paintings,” Canadian Journal Disclosure: Unanticipated Improvements in Property Game Theory and Strategic Reasoning Concepts to of Economics.* Tax Uniformity,” Public Budgeting and Finance. Prevent and Detect Fraud,” Accounting Horizons.

Vorkink, Keith P. “Testing Forward Exchange Walters, Lawrence C. and Gary C. Cornia. “Full Wilks, T. Jeffrey and Mark F. Zimbelman. Rate Unbiasedness Efficiently: A Semiparametric Disclosure: Unanticipated Improvements in Property “Decomposition of Fraud Risk Assessments and Approach,” Journal of Applied Economics.* Tax Uniformity,” State Tax Notes. Auditors’ Sensitivity to Fraud Cues,” Contemporary Accounting Research. Vorkink, Keith P. and Barrett Slade. “Constructing Walters, Lawrence C. and Gary C. Cornia. “Sales and Commercial Indices: A Semiparametric Adaptive Use Tax Simplification and Voluntary Compliance,” Woodworth, Warner P. “Warrior Economics: Estimator Approach,” The Journal of Real Estate State Tax Notes. Financing the Poorest of the Native American Poor,” Finance and Economics. Native American Policy.

Chairs and Professorships Fellowships

Accounting Accounting W. Steve Albrecht Andersen Professorship Ervin L. Black PricewaterhouseCoopers Fellowship Robert L. Gardner Robert Smith Professorship F. Greg Burton Deloitte and Touche Fellowship Steven M. Glover Mary and Ellis Professorship Ted E. Christensen Warnick Deloitte Touche Fellowship Douglas F. Prawitt Ardis Professorship Peter M. Johnson PricewaterhouseCoopers Diversity Fellowship Lee H. Radebaugh KPMG Professorship Scott L. Summers Glenn Ardis Fellowship Boyd C. Randall Ernst & Young Professorship T. Jeffrey Wilks Kristine V. Vest Fellowship Brian C. Spilker Georgia White Professorship Mark F. Zimbelman Selvoy J. Boyer Fellowship Dave N. Stewart Rachel Martin Professorship Business Management Earl K. Stice PricewaterhouseCoopers Professorship James C. Brau Goldman Sachs Faculty Fellowship James D. Stice Nemrow Distinguished Faculty Professorship Craig B. Merrill Grant Taggart Fellowship Kevin D. Stocks W. Steve Albrecht Professorship Todd Mitton Richard E. Cook/Ford Motor Fellowship Monte R. Swain Deloitte and Touche Professorship R. Bruce Money Donald L. Staheli Fellowship Business Management Alice Belle Jones and Kevin and Scott E. Sampson Phillip J. Bryson Douglas and Effie Driggs Professorship Debra Rollins Fellowship Stanley E. Fawcett Donald L. Staheli Professorship Barrett A. Slade J. Cyril Johnson Fellowship Michael D. Guerts J. Earl Garrett Professorship Keith P. Vorkink Ford Faculty Fellowship Hal B. Heaton Denny Brown Professorship Information Systems Ned C. Hill Marriott Chair Alice Belle Jones and Kevin and Conan C. Albrecht Grant R. McQueen William Edwards Professorship Debra Rollins Fellowship J. Michael Pinegar Joel C. Peterson Professorship Bonnie Brinton Andersen LeAnn Albrecht Fellowship Gary K. Rhoads Stephen Mack Covey Professorship Douglas L. Dean David and Knight Fellowship Scott M. Smith James Passey Professorship Stephen W. Liddle Grant and David Fellowship Michael J. Swenson Ford Motor Company Professorship Paul B. Lowry Rollins Faculty Fellowship William R. Swinyard J.C. Penney/Fred Meyer Professorship Organizational Leadership and Strategy Steven Thorley H. Taylor Peery Professorship Timothy Gardner Robert Whitman Fellowship Engineering Nile W. Hatch Jack R. Wheatley Fellowship Brent Strong Farr Professorship Curtis D. LeBaron Warren Jones Fellowship Entrepreneurship W. Gerry Sanders J. Earl Garrett Fellowship Donald H. Livingstone McMullin Professorship Public Management Information Systems Rex L. Facer Warren Jones Fellowship James V. Hansen Owen Cherrington Professorship Kristie K. Seawright International Business Fellowship Marshall B. Romney John W. and Nancy S. Hardy Professorship Jeffery A. Thompson Stephen White Fellowship Organizational Leadership and Strategy C. Brooklyn Derr Donald L. Staheli Professorship Jeffrey H. Dyer Horace Pratt Beesley Professorship W. Gibb Dyer O.L. Stone Professorship Hal B. Gregersen Donald L. Staheli Professorship Public Management F. Neil Brady Wheatley Professorship Gary C. Cornia Stewart Grow Professorship

summer 2006 35 annual report

Stephen Jenkins Jeffrey Yarbrough Paul Terry advisory boards Carl Jensen Raymond Zinn Keith Thurgood Gerald Johnson James Whitaker Darryl Jorgensen James R. Long Robert Gay global national Ronald Kimball Stephen S. Lundgren Lynette Gay management organizational advisory council Trent Kimball Ronald E. Malouf Ned C. Hill center behavior and Douglas L. Andersen John Knab Leora Marcheschi Les Moore Allen Andersen human resource Nolan D. Archibald Glade Knight Richard E. Marriott Louis Pope Mark Baker Claire Averett J. Ralph Atkin J. Christopher Lansing Jerald L. Martin Sandra Rogers Brian Breinholt Ralph Christensen Larry Keith Bair Dennis Larkin David C. Martino Tim Sloan L. Todd Budge Chris Clayson Gary S. Baughman Klaus Lassig James B. Martino Tim Stay Milton Camargo Paul Gustavson Lane Beattie Ron Lindorf D. Reed Maughan Chris Clason David Paul Hanna H. Brent Beesley Larry Linton Rex Maughan entrepreneur Reed Dame Curt J. Howes William P. Benac David Lisonbee Dimon R. McFerson Lee A. Daniels Mark James V. Stanley Benfell founders Donald Livingstone John S. McKinney Dixon Abell C. Brooklyn Derr David Kinard Jay H. Bradford Kyle Love Nyal D. McMullin Jay Allen Chikako Jo Eickbush Paul D. McKinnon George Boyack Brunt Steve Lund James Keith Morgan Brandt Andersen Gregory F. Eickbush N. J. Pesci A. Bradford Bryan, Jr. Melvin Marion Ralph R. Neilson Dee Anderson Franz Gaag Brad Taylor Lawrence Todd Budge Nyal McMullin Todd S. Nelson Kent Archibald Conan Grames Fraser Bullock Larry H. Miller William H. Nelson Alan Ashton John Harris h. taylor peery Lewis E. Burnham Michael Morgan Glenn W. Nielson Larry Bair Michael Hoer institute of Daniel W. Campbell Jerry Moyes Veigh M. Nielson Don Ballantyne Jeffrey Max Jones financial services Kent H. Cannon Dale Munk Allan E. O’Bryant G. Andrew Barfuss Omar Kader Corporate Finance Wilford A. Cardon Jerry Nelson Melvin E. Olsen Lisa Bearnson Turan Kahraman Randy Bambrough Catherine Chamberlain Steven Nelson Stephen B. Oveson Joseph Berardy Young-Kee Kim Lee Bird Ralph Christensen Michael Nicholes Robert E. Parsons, Jr. Keath Bills Kay Atkinson King David Bitter Don R. Clarke Joseph Ollivier Dan R. Paxton Brent Bishop Robert King Kimo Esplin Kathleen H. Close Melvin Olsen Alan G. Perriton Peter Bodine Alan Perriton Steven Lambert Kent W. Colton John Ord Douglas Scott Peterson Bradley Botteron Jerald T. Pratt Chi Miller Richard E. Cook Warren Osborn James H. Quigley Arthur Bowman Anupam Rajvanshi David Olsen Dixon Duke Cowley Stephen B. Oveson Ronald A. Rasband Bill Brady Bonner Ritchie Scott Sorensen Ahmad S. Corbitt David Perry Rulon E. Rasmussen Wesley Brooksby Sheila Rutt Michael Valenza Frank Crespo William Perry James W. Ritchie Denny Brown Cynthia Saldanha Gary Crittenden John Pestana John Stephen Rizley Fraser Bullock Claudio D. Salerno Investment Bernard Daines Scott Petersen V. Eric Roach Mark Burton Yong-In S. Shin Advisory Council Kelly L. Dame Brent Peterson Ronald E. Robison Daniel Busken Kim Staking Hal Anderson Reed N. Dame Edward D. Peterson Kevin B. Rollins Christopher Cannon Jorge Tejeda Doug Bates Lee A. Daniels Gregory Peterson Blake M. Roney Fred Carpenter Bryan Thompson Robert Benjamin Donald D. Davis Brent Phillips George C. Scott William Child Richard K. Whitmore Kirby Brown Richard C. Decker Louis Pope Ralph F. Severson Craig Christensen Ritch Wood Roger Clarke Sheri L. Dew Melvin Potter K. Fred Skousen Kirby Cochran Randy Clyde Samuel C. Dunn C. Martin Rasmussen Andrew Kim Smith Alan Combs institute of Linda Daines Robert L. Edwards William Raymond, Sr. Barry Morgan Smith William Compton marketing Brett Davis Chris Eyre John Richards E. Jeffery Smith Jonathan Coon Marketing Program Ted Izatt Alan J. Folkman Taylor Richards H. Pete Smith Charles Coonradt Marshall Dahneke Duane Madsen Rex L. Franson Stanford Ricks Menlo F. Smith Stephen Covey Tom Hafen Mitch Mason Alfred Gantner James W. Ritchie Nicholas Smith Larry Daines Michael Hansen Brad McKinnon Shelli Gardner Dan Roberts Rick L. Smith Kelly Dame Michael Haymond David Moffat Robert C. Gay Blake M. Roney K. Brent Somers Wayne DeMeester Steve Jensen John Nemelka Greg Geiger Lee Ross David E. Sorensen Ronald Dodson Myron Jones Scott Nycum Darius Gray James Schilling David Stephen Sorensen Craig Earnshaw Daniel Kunz Jim Seaberg Robert E. Greene James Sheffield LeRoy K. Speirs James Endicott Mitch Lord Jeff Singer Thomas R. Grimm John Simcox Donald L. Staheli Max Farash Frank Muir Ron Tanner Robert P. Haight Barry Smith Gary E. Stevenson Ross Farnsworth, Jr. Billy Nerenberg Brian Voigt Albert Haines Hyrum Smith Stanford C. Stoddard Ross Farnsworth, Sr. Jim Nuckols Lloyd Hansen Jeffrey Smith Jack W. Sunderlage Rick Farr Andrea Thomas Real Estate Stephen W. Hansen Menlo Smith Philip Ray Sutterfield Craig Faulkner Jeff Wasden Tony Butler John W. Hardy Sharon Smith Larry Tasjian Scott Felsted John Weston Mary Carlston Rodney A. Hawes, Jr. Steven C. Smith John A. Taylor E. Kenny Fisher Kim Westover Martin Egbert John H. Hawkins Roy Speirs Jackie Trujillo James Fraser David Hatch W. David Hemingway Terry Stimson Eric Morris Varvel Scott Frazier National Retail Al Mansell Kim Barton Henrie Ronald V. Stone G. Roger Victor Richard Galbraith Gene Buhler Scott Peterson Michael A. Hoer Thomas Stone Richard B. Vincent Larry Gibson G. Kent Burnett Larry Pinnock J. Frederick Huckvale Paul Sybrowsky Kathleen Hinckley Walker Stephen Gibson Brandon Choice Brent Pratt Steven K. Hunt Michael Szymanski Olene S. Walker Robert Granum Rhett Fornof Nathan Pugsley Keith B. Jenkins Phillip Thomas Mark J. Wattles Melvin Green Rod Lacey Neil Richardson Sterling Jenson Dale Waite William G. Way Shandon Gubler Jay Lentz Jeff Welch Warren C. Jenson Bruce Walborn David Weidman Ronald Gunnell Robert Pederson Greg Williams John A. Jex John Walton John White, III Nathan Gwilliam Gary Severson Kenneth M. Woolley Allen Johnson Don Watkins Mark H. Willes Kevin Hall Mark A. Wagner Daniel W. Jones David Watson Dow R. Wilson Reed Hansen John Worthington Jay Blair Jones Bradley Weekes george w. Kenneth M. Woolley Bela Hatvany Warren Jones Craig Willett romney institute Robert B. Young Todd Heiner Supply Chain Kay Atkinson King Gary Williams of public John Hancock Zenger Cheryl Hilliard Todd Boice John M. Knab Roger Wilson management William Horne Frank Crespo J. Christopher Lansing Harold Wing Corine Bradshaw center for economic Paul Hulme Howard Goodman John Rampton Lauck Donald Wood Kathleen H. Close Eric Jackson Steve Lesser Michael Kevin Lee self-reliance Rick Woodbury Kent W. Colton Franklin Lewis Gary Cornia Joshua James Kent Packer David L. Cook 5/06 | 06-034 | 42m | 20473

36 MARRIOTT annual report

Jay B. Covington rollins center Christopher Leach Stephen Jenkins Keith Prescott Brad Haws William D. Hansen for ebusiness Amy Lewis Max Mckeown Mark Stevens Gordon Hilton Roy S. Jespersen Executive Committee Franklin Lewis Rudiger H. Wolf Kevin D. Stocks Richard B. Hutchins Tamara Lewis Stephen W. Liddle Richard Nelson Douglas Young Kenneth L. Tracy Patrick “Ed” Lamb Ronald E. Malouf John E. Richards Brad Oates Neal West Michelle Linford Todd M. Manwaring Kevin B. Rollins Dallan Quass school of E. Bradley Wilson Sterling McGregor David F. Millheim Cydni Tetro accountancy Cory Nelson Chaud M. Richards Board Members John G. Call undergraduate Dean Ossola Robin L. Riggs Paul Ahlstrom Honorary Members Alan Chipman management Mark E. Peterson G. Scott Romney Curt Allen Doug Allred Hugh Hall Dean A. Andersen Brian C. Selander Michael J. Stapley Paul Allen Brandt Andersen Brian Hancock Tina L. Ashby Everett Smith Steve H. Thacker Mark Bonham Paul Charles Curt Hildt Terry Benton Matt A. Smith Edward D. Thatcher Richard Dance Bernard Daines Richard B. Hutchins Robert Bowen Stephanie Lynn Sorensen Bill Thomson John S. Fuller Eric Denna David Jolley Mary Carlston Mark A. Webb Olene S. Walker Eliot Jacobsen Berkeley Geddes David L. Larsen Griff Griffith Dawn Wells-Nielsen Chad J. Westover Dion Jones George Harrington Dennis Malloy David Guzy Douglas E. Witt Kimball L. Young Joshua James Don McGovern James Hardy

international Assistant Dean, management society chapters External Relations Joseph D. Ogden Argentina, Buenos Aires 801-422-8938 chapter presidents Diego Spannaus [email protected] 54-11-4344-3259 (W) [email protected] Director, Alumni Relations Robert G. Gardner Arizona, Mesa/Phoenix Idaho, Boise Texas, Dallas/Ft. Worth Brazil, Sao Paulo 801-422-6800 Gary Fleming Adam Feik Mike Fisher [email protected] 480-545-8712 208-947-2015 (W) 214-547-1995 (W) Sandro Silva [email protected] [email protected] [email protected] 55-11-3549-9077 (W) [email protected] International Chapters Cynthia Halliday, Arkansas, Northwest Illinois, Chicago Texas, El Paso Global Mgt. Center Bill Luce Paul S. Haglund Alan D. Gluth Chile, Santiago Ricardo Paredes Huarcaya 801-422-6495 479-204-0671 (W) 312-558-9000 (W) 915-351-1100 ext. 108 [email protected] [email protected] phaglund@greeley_hansen.com [email protected] 56-2-200-6064 (W) [email protected] Great Lakes Region California, East Bay Massachusetts, Boston Texas, Houston Jere Clune Jeff Unalp Jeff Whatcott Buddy Sanders France, Paris Bruno Grenier 763-398-7379 925-256-6690 x28 (W) 617-219-2510 713-226-1239 (W) [email protected] [email protected] [email protected] [email protected] 33-1-39-02-74-90 (H) [email protected] Utah/Idaho Region California, Inland Empire Minnesota, Minneapolis Utah, Salt Lake City David Guzy Brent Mortensen Kara Stucki Stephen Tolman Hong Kong Doris Pai 801-944-0771 (H) 951-323-3832 612-303-7669 (W) 801-323-4229 (W) [email protected] [email protected] [email protected] [email protected] 852-288-57055 [email protected] Atlantic Region California, Los Angeles Missouri, Kansas City Utah, St. George Mark Dickson Joel Kasparian Ray Birkinsha Stan Plewe Japan, Tokyo Hiroya Tabuchi 202-223-1685 (W) 323-264-1964 (W) 913-676-5336 435-652-7504(W) [email protected] [email protected] [email protected] [email protected] 0476-98-1217 (W) [email protected] Northeast Region California, Orange County Nevada, Las Vegas Utah, Utah Valley Lance Spencer David Bradford Adam Creer Marc Arnoldsen Mexico, Mexico City Marco Antonio Flores 603-791-5286 (W) 714-708-6545 (W) 702-914-2162 (H) 801-763-5132 (W) [email protected] [email protected] [email protected] [email protected] 0052-555-254-5827 (W) [email protected] Northern California/ California, Sacramento New Hampshire Virginia, Blue Ridge Nevada Region Jack Ross Williams Burke Hunsaker Steven Arner Mexico, Monterrey Luis Camarillo Helena Hannonen 916-712-4280 (W) 603-879-3130 540-400-6218 (W) 925-631-8716 (W) [email protected] [email protected] [email protected] 81-8389-4053 (W) [email protected] [email protected]

California, San Diego New Mexico, Albuquerque Washington, D.C. Northwest Region Neal Walton Doug Thomas Robert Woodhead Panama Luis Cedeno H. Troy Romero 619-699-3824 (W) 505-277-8892 (W) 571-215-0998 (C) 425-450-5000 (W) [email protected] [email protected] [email protected] 507-264-7970 (W) [email protected] [email protected] California, Silicon Valley New York, New York Washington, Seattle steering Southeast Region Joel Deceuster Seth Wheeler Kirt Montague Sonny Walker Morris 408-314-1941 (W) 646-562-8398 (W) 425-641-4404 (W) committee 434-948-9000 (W) [email protected] [email protected] kmontague@prometheus-energy. [email protected] com Committee Chair—South California, Ventura County/ North Carolina, Charlotte Central Region Southwest Region Santa Barbara Dennis Dalling Washington, Spokane Brian C. Dixon R. Bruce Whiting Eric Stassforth 704-683-4769 (W) Greg Howard 307-635-0101 ext. 9613 (W) 480-459-1111 (W) 805-585-6174 (W) [email protected] 509-927-0411 (W) [email protected] [email protected] [email protected] [email protected] Oregon, Portland Chair Elect—Southern California/ Employment Councils Colorado, Denver Jeremy Stoddart Washington, Tacoma Hawaii Region Sharon Worlton Paul Lamb 503-768-5100 (W) Robert Critchfield William Chapman 630-369-0785 303-576-0342 jstoddart@source-one-financial. 253-682-7245 (W) 714-550-7720 (W) [email protected] [email protected] com [email protected] [email protected] Past President Georgia, Atlanta Texas, Austin Wisconsin, Milwaukee Executive Director John Toronto Nancy and Kent Potter Matthew Stout Andy Parker Rixa Oman 801-246-1466 (W) 770-210-5496 (W) 512-895-1873 (W) 414-343-7186 (W) 801-422-6824 [email protected] [email protected] [email protected] [email protected] [email protected]

summer 2006 37 In March, business legend Warren Buffett treated twenty- two Marriott School students to lunch in Omaha, Nebraska. Buffett fielded questions, posed for pictures, and shared investing wisdom. See story, page 19.

marriott school • brigham young university • 775 tanner building • provo, utah 84602-3187