A lively history with relevance to every worker.
A sharp-edged examination of why large American employers shifted from loyalty to their workers to loyalty focused primarily on stockholders.
Through deep reporting and anecdotal storytelling, former Wall Street Journal and Los Angeles Times writer and editor Wartzman (What Would Drucker Do Now?: Solutions to Today’s Toughest Challenges from the Father of Modern Management, 2011, etc.), a senior adviser at the Drucker Institute, delineates the often shameful evolution of policies by concentrating on four of the biggest corporations in the world: Coca-Cola, Kodak, General Motors, and General Electric. The contrast between relatively beneficial employee-employer relations during the 1950s and today’s lopsided relationship hangs over the lengthy narrative. The author pinpoints the rise and gradual decline of large labor unions within American industry as one of the major causes of employers cutting benefits for some workers and firing others. Wartzman wisely emphasizes how judges favoring corporate rights also played a significant role; he cites a 1998 federal appeals court ruling that, as an employee-oriented lawyer said, “decided that American industry no longer needed to keep its promises.” Many of those broken promises involved reducing or eliminating pension funds and subsidized health insurance, leaving both current and retired employees desperate to find alternatives, often without success. In the meantime, high-level corporate executives increased their own pay and benefits, usually without objections from shareholders. At the close of the book, Wartzman devotes space to his well-informed opinion that the social contract between employers and employees may never be reconstructed, due to consistent emphasis on maximizing profits, the globalization of production, advances in technology, and the demise of counterbalancing labor unions. Wartzman suggests government intervention would be needed to repair the imbalances, including policies that could revive labor union organizing, make remaining benefits portable from job to job, crack down on wage theft by employers, and more.
A lively history with relevance to every worker.Pub Date: May 30, 2017
ISBN: 978-1-58648-914-4
Page Count: 432
Publisher: PublicAffairs
Review Posted Online: March 11, 2017
Kirkus Reviews Issue: March 15, 2017
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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