Some directives for business and institutional managers, some global-think for the Executive Board. As of 1980, Drucker sees 25 years of predictable economic growth at an end, and new strategies called for. "Managing in turbulent times must begin with the adjustment of the enterprise's figures to inflation"; financial strength must be put before earnings; the decline of productivities (capital, time, knowledge, physical resources) must be reversed. The costs of staying in business are real costs, Drucker reasonably concludes, regardless of "record profits." Looking ahead (with some retrospective pats on the back), he broadens his scope. "Major technological changes" will allow businesses to be larger or smaller—and, properly, either leaders in a large market or specialists "preempting a small ecological niche" (for the untenability of an in-between position, witness Chrysler). But the great "sea-change" that Drucker anticipates is the result of population dynamics—a prospective labor shortage in the developed world coupled with an incipient labor surplus in the developing world. His answer is universal "production sharing": concentrating labor-intensive stages of production in the developing world. The objections to this trend—which range from the shrinkage of entry-level blue-collar jobs in the U.S. (see Levison, in the 3/1 issue) to the upping of underemployment in developing nations (see Hewlett, below)—have no place in Drucker's business-oriented picture. (He can't, for instance, see that Youngstown, Ohio's, redundant steel-workers have a problem: three years after the closing of their big mill, most of them were working—even if not for as much money, "and a good many part time.") But for his constituency, he's a reliable guide also to other trends—notably, growing economic intergration vis-Ã -vis growing political fragmentation and the smart business response (world-oriented management, a low profile, little local investment). And anyone puzzled by last year's Nobel prizes in economics will learn that Pittsburgh's Herbert Simon won his for showing that managers try to find minimum acceptable solutions—solutions that neither optimize nor maximize results, but "satisfice." So much, too, for Drucker's latest go at managing the world from a swivel chair: it satisfices.
Pub Date: April 30, 1980
ISBN: 0887306160
Page Count: 260
Publisher: Harper & Row
Review Posted Online: May 16, 2012
Kirkus Reviews Issue: April 1, 1980
BOOK REVIEW
BOOK REVIEW
BOOK REVIEW
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
BOOK REVIEW
IN THE NEWS
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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