A long-winded invective against Steve Jobs, infamous co-founder of the Apple Computer company. Malone relates with glee how Jobs’s brilliance, his blindness to the demands of industry, and his charisma together nearly killed the company, which stands today as a small player in the midst of the industry it created. Malone grew up with Jobs and cof-ounder Steve Wozniak, and has covered Apple and Silicon Valley as a journalist for the Wall Street Journal and Forbes, among others. He exhibits a techie’s obsession with detail, listing the date of every occurrence from minor memos to the yearly MacWorld Expos, where the board of directors almost routinely got fired and reassembled. Malone begins with his own memories of Jobs in highschool, the lonely, brilliant nerd who defied authority and got his way by pure charm. He describes the young Wozniak, an engineering wizard who created a disk drive in time for the biggest computer show in the country, then realized he needed programs to make it work—which he wrote the night before the show. Together, Jobs and Wozniak lifted the personal computer from the domain of techie geeks to the wide world of business and the individual comsumers. But they didn—t create a company. They incited a cult. Where the company went wrong, according to Malone, was in its utter lack of management and foresight. Jobs consistently and contemptuously stymied his colleagues” efforts to instill workable operating systems and consistent product quality. The company inspired serflike loyalty, but Apple had no core. Malone calls the company a Chinese stacking box: when it is unpacked layer by layer, nothing is left. By association, he implies, Jobs was the same: an egomaniacal spin wizard who managed to fool the world into thinking Apple (and he) had direction and credibility, when in fact all it (and he) had was a bunch of ingenious ideas, with no method for integrating them. An exhaustive eulogy to a once-great company that changed the world but fell prey to its own antiestablishment fervor.
Pub Date: April 13, 1999
ISBN: 0-385-48684-7
Page Count: 608
Publisher: Doubleday
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: April 15, 1999
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
SEEN & HEARD
© Copyright 2024 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
bookshelf
