Sound—if self-promotional—advice on creating a sturdy organizational culture.
Two business consultants make the case for having a strong, principled corporate culture.
Hinton and debut author Yager draw on their own research and experience as they promote their firm’s disciplined approach to helping organizations transform their cultures and become “conscious” businesses. Despite the underlying sales pitch, their book could prove quite helpful to senior executives, beginning with its definition of a “Culture”—“that inexplicable element called energy that attracts customers to your stores or website.” The first chapter explains why it’s important to have a positive culture and what can happen if an organization has a toxic one. As examples of the harmful effects of dysfunction, the authors cite well-known organizations and their missteps—USA Gymnastics (sexual abuse convictions by the team doctor), the Catholic Church (pedophile priests), and Facebook (exposed user data)—along with a smaller number of positive cultures. Such missteps reflect the authors’ belief that “unconscious companies and organizations pay when their leaders’ thoughts and actions are corrupted by greed, self-indulgence, neglect, bad decision-making, arrogance and plain old stupidity.” The remainder of the book lays out the fundamentals of a positive culture, relying largely on concepts used by the authors’ the San Diego-based firm, CRI Global CAPS, which they plug frequently. Those concepts include the “Culture Spectrum” (a four-quadrant analysis of corporate cultures); “The Five Ps of Culture” (“Purpose,” “Principles,” “People,” “Processes,” and “Performance,” each covered in a separate chapter); and a “Culture Playbook,” a term the authors always italicize. The playbook is perhaps the most intriguing element; it uses the Five Ps to build “a roadmap for managing risk,” with an assessment of the organization’s culture as a first step. The book closes with “A Leader’s List of Conscious Business Principles,” 22 tips and observations that include “Encourage people to carry the message to the top, regardless of whether they bear good news or bad news.” Recommendations like “Share the credit when you succeed, but not the blame when you fail” may be overfamiliar to avid readers of guides for managers, but others may see them as needed reminders of the basics of good business practice.
Sound—if self-promotional—advice on creating a sturdy organizational culture.Pub Date: Sept. 5, 2019
ISBN: 978-0-9835032-7-9
Page Count: 217
Publisher: Blue Carriage Publishing Company
Review Posted Online: March 17, 2020
Review Program: Kirkus Indie
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
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