THE MBA BUBBLE

WHY GETTING AN MBA DEGREE IS A BAD IDEA

A well-argued but overlong demonstration of how earning an MBA can be a liability instead of an asset.

Ten years after receiving her master’s degree in business administration from a European business school, debut author Zanetti explains why the degree is often ineffective and unnecessary.

Zanetti takes readers through her argument point by point, beginning by noting that correlation and causation are distinct attributes: She cites research suggesting that, because the rigorous admission processes at top business schools are designed to admit individuals most likely to succeed, those individuals’ eventual successes are not the result of their educations at those schools. The book also addresses details of the financial tradeoffs students make in giving up several years of income in order to pursue a degree; most will not make up the difference in substantially higher post-MBA wages, Zanetti says. While data and figures support several of Zanetti’s arguments, others are more philosophical—the ethical limitations of business school, for instance, and the ineffectiveness of case studies as a tool for teaching students to manage new challenges. The book does admit that there are useful aspects to a business education, though Zanetti suggests that, in most cases, potential MBA students can more effectively educate themselves in the necessary areas without getting a degree. On the whole, Zanetti presents a strong argument, but it is not necessarily a book-length one; with several of the anecdotes and pieces of evidence appearing in multiple chapters, the text gets repetitive. The book is also hampered by uneven writing, and it is often evident that English is not Zanetti’s first language: “tittle” for “title”; “To create wealth in the west side of the world, it is not necessary to have neither working capital nor land”; “An MBA degree is not conceived to make you rich but to make rich the shareholders of business schools.”

A well-argued but overlong demonstration of how earning an MBA can be a liability instead of an asset.

Pub Date: Oct. 29, 2013

ISBN: 978-1490942933

Page Count: 232

Publisher: CreateSpace

Review Posted Online: Jan. 6, 2014

THINKING, FAST AND SLOW

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

THE CULTURE MAP

BREAKING THROUGH THE INVISIBLE BOUNDARIES OF GLOBAL BUSINESS

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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