A must-read for managers who are trying to navigate today’s workplace.
In a business world where collaborative spaces frequently replace private offices, a productivity expert pleads for a balance between the two.
Though the author begins by stating that the purpose of her guide is to help harried workers regain control over their lives and jobs, she clearly aims her advice at the head office. In chapters such as “The ‘Human’ Part of Human Capital,” Thomas (Personal Productivity Secrets, 2012) addresses senior leadership directly. Using research that mines sources in businesses and academia, she makes a convincing case that managers in today’s economy must nurture employees physically and psychologically to coax the best job performance from them. She suggests, for instance, that workers have the opportunity to nap when tired, work outside the office when they want to, and experience nature—either by going outside or playing wildlife recordings at their desks. Lest CEOs think she wants to turn offices into playgrounds, Thomas repeatedly calls for moderation in their design. Some employees require quiet, private spaces to get things done, while others prefer to be surrounded by activity. The ideal office, she writes, combines several different settings along with the flexibility for employees to work remotely. With bold claims (“Managers who have the outdated bias that employees must be supervised in order to be productive should have a skill update”), she identifies the two biggest executive challenges today: customizing management style to suit individual workers’ needs and getting staff members the training they require to avoid distractions in the office. Thomas calls the latter “attention management” and explains that it doesn’t come naturally. Rather, both workers and managers must receive instruction on how to do it. With its succinct chapters and useful margin notes, the book is an ideal accompaniment for in-office training sessions. The end of each chapter offers helpful nuggets of information, such as “Takeaways You Can Tweet,” a fun and unusual aspect of this thorough work that acknowledges the importance of social media.
A must-read for managers who are trying to navigate today’s workplace.Pub Date: Feb. 14, 2017
ISBN: 978-0-9980095-0-6
Page Count: 168
Publisher: Burget Ave Press
Review Posted Online: April 7, 2017
Review Program: Kirkus Indie
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
SEEN & HEARD
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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