A rush job to meet the channel’s 20th anniversary in May. (Charts, illustrations)
Co-founder Batten provides a sloppy history of the Weather Channel's first 20 years on the air.
Its origins go back five years earlier. In 1977, Batten was CEO of a newspaper-radio-cable TV conglomerate based in Norfolk, Virginia, looking for a new venture. John Coleman, weatherman for ABC's Good Morning America, believed that a 24-hour weather channel could make money. The two men formed a partnership in 1979, selected weather-stable Atlanta as headquarters, and purchased premium satellite space. Three operational problems confronted them at the start. The first, gathering weather data from around the country, was solved by the government’s National Weather Service, which traded its information for good publicity. The second, sorting the data and creating local forecasts, was handled by two Digital Equipment computers and four programmers. Addressing problem number three, distributing the results and making sure that Chicago did not get Charlotte's or Cheyenne's forecast, relied on a new and developing system, WeatherSTAR. Batten and Cruikshank remain trapped in techno-speak while discussing the methodology of WeatherSTAR and other complex systems; they fail to provide useful metaphors or clarifying explanations—although banging a satellite dish with a hammer does solve some troubles. (Two other serious problems, a guaranteed sublease of the satellite to a movie provider for two hours every night and a 1985 threat to form a union by weathercasters enraged about favoritism and pay inequities, also disappear without satisfactory explanations.) TWC was losing $10 million annually and nearly went under in 1983. Batten and Coleman feuded in an embarrassing court case, but the publicity convinced cable providers that popular but struggling channels needed cash infusions. Subscriber fees were initiated, revolutionizing the industry and saving TWC, which went on to expand into Canada, South America, Europe, and the Internet. Revenues in 2000 were $302 million, but Batten is coy about profits.
A rush job to meet the channel’s 20th anniversary in May. (Charts, illustrations)Pub Date: May 2, 2002
ISBN: 1-57851-559-9
Page Count: 320
Publisher: N/A
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: March 1, 2002
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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