A commendable, if rather overwhelming, management roundup.
An analyst provides an overview of project management concepts, principles, and techniques in this business textbook.
Morfaw (Project Sustainability, 2011, etc.) begins this book by noting that the term “sustainable development” arose in the 1980s, with a United Nations–mandated commission defining it as “development which meets the present without compromising the ability of future generations to meet their own needs.” He then segues into how one must have projects with “a concrete plan for its long-term viability and ultimate sustainability in the very competitive marketplace” and that his idea of Project Sustainability Management can address such implementation issues. The book then breaks down the key elements of PSM, which include feasibility studies, risk management, benchmarking, audits, marketing plans, and the roles played by various teams and top management. As part of his discussion, Morfaw also reviews an array of related management practices, including Total Quality Management, Six Sigma, Knowledge Management, Project Portfolio Management, and S.W.O.T. (strengths, weaknesses, opportunities, and threats) Analysis. He concludes with excerpts of published sustainability plans from Wal-Mart and Costco, several project-planning checklists and templates, and a glossary of terms. Morfaw has published on this topic before and does an admirable job of trying to provide a high-level overview of several different project-management methods. The resulting narrative, unfortunately, is a dizzying tour of very closely related concepts, and PSM itself is not particularly clear or distinctive in the mix. The text itself is also organized in a similar fashion to a project plan, including numerous subsections (such as “Chapter 5:18”) as well as many bullet points and lists; the latter are helpful for scanning purposes, but they don’t make for especially engaging reading. Still, this compilation may serve as a starting point for students and managers as they begin to explore project management.
A commendable, if rather overwhelming, management roundup.Pub Date: July 17, 2014
ISBN: 978-1-5005-5586-3
Page Count: 250
Publisher: CreateSpace
Review Posted Online: May 9, 2016
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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