A book of useful information for a changing employment landscape.
A businessman details the pluses and minuses of outsourcing.
Readers likely won’t be surprised at what Gallimore, a British entrepreneur and the creator of outsourcing marketplace Outsource Accelerator, has to say in this debut book, considering how many people’s work habits have shifted during the ongoing Covid-19 pandemic. However, they will be engaged by his treatise as a proponent of outsourcing—hiring talented, less-expensive workers globally and having them work remotely, rather than bringing an employee into the office—and says that it’s a strategy that’s growing more common. He notes that “we all increasingly shop for clothes, buy food, build friendships, find dates, book taxis, reminisce with old friends, and binge-watch our favorite shows” online, and that “it will soon be the place we all go to hire our employees.” His book offers a fine primer for many types of small-business owners, defining what outsourcing is and whether it’s the right move for a particular company. He covers a great deal of subject matter on the subject, including how to develop a framework for outsourced workers, how to hire the right people from afar and give them appropriate job training, and how to build and manage an offshore workforce, specifically drawing on his considerable experience in the Philippines, where he’s lived since 2014. The book benefits greatly from Gallimore’s to-the-point writing style, presenting information that, in other hands, might have felt convoluted. For example, he cogently notes that offshoring relieves an employer of “most of the administrative work of compliance, payroll, HR, and the general complexities of employment. This allows you, the client, to focus more on operations, growth, and scaling your business.” The book is filled with useful tips, and Gallimore makes great use of lists and bullet points to make the information digestible, including “12 characteristics of a great client and successful student of outsourcing,” which many will find indispensable. If outsourcing will soon be the way of the world, as Gallimore predicts, this book may help many get through it successfully.
A book of useful information for a changing employment landscape.Pub Date: May 23, 2022
ISBN: 978-1-73962-300-5
Page Count: 472
Publisher: Outsource Accelerator
Review Posted Online: June 19, 2022
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
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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
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