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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A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.
A well-constructed critique of an economic system that, by the author’s account, is a driver of the world’s destruction.
Harvard Business School professor Henderson vigorously questions the bromide that “management’s only duty is to maximize shareholder value,” a notion advanced by Milton Friedman and accepted uncritically in business schools ever since. By that logic, writes the author, there is no reason why corporations should not fish out the oceans, raise drug prices, militate against public education (since it costs tax money), and otherwise behave ruinously and anti-socially. Many do, even though an alternative theory of business organization argues that corporations and society should enjoy a symbiotic relationship of mutual benefit, which includes corporate investment in what economists call public goods. Given that the history of humankind is “the story of our increasing ability to cooperate at larger and larger scales,” one would hope that in the face of environmental degradation and other threats, we might adopt the symbiotic model rather than the winner-take-all one. Problems abound, of course, including that of the “free rider,” the corporation that takes the benefits from collaborative agreements but does none of the work. Henderson examines case studies such as a large food company that emphasized environmentally responsible production and in turn built “purpose-led, sustainable living brands” and otherwise led the way in increasing shareholder value by reducing risk while building demand. The author argues that the “short-termism” that dominates corporate thinking needs to be adjusted to a longer view even though the larger problem might be better characterized as “failure of information.” Henderson closes with a set of prescriptions for bringing a more equitable economics to the personal level, one that, among other things, asks us to step outside routine—eat less meat, drive less—and become active in forcing corporations (and politicians) to be better citizens.
A readable, persuasive argument that our ways of doing business will have to change if we are to prosper—or even survive.Pub Date: May 1, 2020
ISBN: 978-1-5417-3015-1
Page Count: 336
Publisher: PublicAffairs
Review Posted Online: Feb. 16, 2020
Kirkus Reviews Issue: March 15, 2020
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