Tough-love business management advice that never loses sight of the big-picture economy.
A demanding road map for turning around a failing business.
Fifty years of corporate management experience are distilled in this practical handbook for business managers, especially for those tasked with saving a business that is bleeding revenue and fending off bruising publicity. In their debut volume, the Zoreas—father and son—coach middle managers on fixing internal management problems. The senior author’s engineering background is evident in the book’s clear, methodical approach to information gathering and analysis, all succinctly summarized in a questionnaire included as an appendix. The basis of good management, according to the Zoreas, is the unglamorous but necessary business of “problem finding, problem solving, implementation, monitoring, and control.” In turning around a failing business, accurate profit-and-loss accounting matters more than charismatic leadership, the authors write. The handbook is filled with tables showing, for example, how to keep track of action items and how to create “change design” dashboards. Offering coaching tips on communicating effectively with higher-ups, selecting project management software and conducting productive meetings, the book has an explicit bias against employees with advanced degrees who lack multidisciplinary business skills, despite their MBAs. It also takes aim at conflict-of-interest practices among corporate executives. Some executives who are compensated for meeting performance benchmarks are setting goals and objectives that are too easy to reach, thereby causing their companies to stagnate and lose market share. It’s hard to imagine a more disciplined regimen for business recovery than the one outlined by this coaching duo, who demand a seven-days-a-week commitment of time and thought for a stretch of two to three years. Although the book follows a fictional midcareer business manager through two years of coaching, many of the narrative details—e.g., “Chuck took a sip of his mineral water”—aren’t great additions to the book’s valuable business insights, including those related to outsourcing. Chuck criticizes managers who, instead of learning how to manage complex business challenges, become “addicted” to outsourcing: “Maybe that’s okay for the retiring generation, but what about the younger generations who need to work and feed their families?”
Tough-love business management advice that never loses sight of the big-picture economy.Pub Date: March 12, 2014
ISBN: 978-0991392704
Page Count: 346
Publisher: Manage It Right! Press
Review Posted Online: May 21, 2014
Kirkus Reviews Issue: July 15, 2014
Review Program: Kirkus Indie
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.
“Quality of life means more than just consumption”: Two MIT economists urge that a smarter, more politically aware economics be brought to bear on social issues.
It’s no secret, write Banerjee and Duflo (co-authors: Poor Economics: A Radical Rethinking of the Way To Fight Global Poverty, 2011), that “we seem to have fallen on hard times.” Immigration, trade, inequality, and taxation problems present themselves daily, and they seem to be intractable. Economics can be put to use in figuring out these big-issue questions. Data can be adduced, for example, to answer the question of whether immigration tends to suppress wages. The answer: “There is no evidence low-skilled migration to rich countries drives wage and employment down for the natives.” In fact, it opens up opportunities for those natives by freeing them to look for better work. The problem becomes thornier when it comes to the matter of free trade; as the authors observe, “left-behind people live in left-behind places,” which explains why regional poverty descended on Appalachia when so many manufacturing jobs left for China in the age of globalism, leaving behind not just left-behind people but also people ripe for exploitation by nationalist politicians. The authors add, interestingly, that the same thing occurred in parts of Germany, Spain, and Norway that fell victim to the “China shock.” In what they call a “slightly technical aside,” they build a case for addressing trade issues not with trade wars but with consumption taxes: “It makes no sense to ask agricultural workers to lose their jobs just so steelworkers can keep theirs, which is what tariffs accomplish.” Policymakers might want to consider such counsel, especially when it is coupled with the observation that free trade benefits workers in poor countries but punishes workers in rich ones.
Occasionally wonky but overall a good case for how the dismal science can make the world less—well, dismal.Pub Date: Nov. 12, 2019
ISBN: 978-1-61039-950-0
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: Aug. 28, 2019
Kirkus Reviews Issue: Sept. 15, 2019
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