Book Description
What could an elephant and a giraffe teach people about working together? Some very important lessons, it seems, about the complex--and critically important--issues of dealing with diversity in the workforce.
Building a House for Diversity begins with a short fable about how a friendship between the two animals is threatened when the house built for a tall, skinny giraffe cannot accommodate his invited guest, a broad, bulky elephant. Using this story as a vivid metaphor for the difficult issues inherent in diversity, the book goes on to demonstrate how managing diversity can be seen as a set of skills that anyone can learn--and use.
In a way that makes diversity management "up close and personal," Building a House for Diversity offers compelling, real-life stories of individual experiences at work. It includes:
* the perspective of both "insiders" (usually white males) and "outsiders" (usually minorities or women) * insightful commentary illuminating what these experiences tell us about the challenges and opportunities of diversity * a particularly interesting segment on Phil Jackson, legendary Chicago Bulls coach, and how he dealt with diversity issues in his relationships to Michael Jordan, Dennis Rodman, Scottie Pippin, and others * hands-on guidance to help readers become "diversity mature" and take personal responsibility for their attitudes and actions.
Throughout, the book reflects the seminal thinking of R. Roosevelt Thomas, Jr., a pioneer in articulating the concepts of managing diversity. In this book, he has produced his most creative and practical approach to this continuing challenge.
Customer Reviews:
Good intro to diversity in organizations.......2003-11-14
I have used this as a supplement to a textbook in a class on industrial organization psychology. Just about every student finds it helpful and sees it as a fresh perspective on diversity. It sets a tone for thoughtful discussions on diversity through the semester.
Finally a book that pulls it all together.......2003-06-27
Cheers to Dr. Thomas for providing a book that is one of the first -- in my opinion -- to present a clear picture of the need to address workforce, workplace and marketplace diversity. I came away understanding that to address one or two of these components without addressing the third is like commissioning a two to three mile dig, when all the geological reports tell you that oil is six miles down. Half and quarter steps will not lead to success. In the most simple straight-forward way, starting with a powerful parable, Dr. Thomas drives home the point that for true strategic benefits organizations need to make a balance commitment to the all three components.
Another great take-away from this book is Dr. Thomas's model for identifying and differentiating between business requirements and preferences.
All in all this is an extremely powerful book that should be in every manager's library. Thank you Dr. Thomas.
Joe Santana
Co-author of Manage I.T.
A Disappointing Reflection of Limits on Diversity-Thinking.......2002-01-20
I anxiously looked forward to reading this book. Given the titles of Thomas's previous books, Redefining Diversity and Beyond Race and Gender, and the title of this one I expected more than passing reference to the disability community. I was disappointed.
We are told (p.84) that "I'm becoming more aware of sexual preference and physical ability diversity as well." Although I'm not one to get hung up on word choice, others are, and those locutions aren't popular in gay, lesbian, or disability-preference communities. In the latter are millions of people with ADHD and psychiatric disabilities, and for these millions to be excluded from a "house for diversity" would make it a "house divided against itself."
A tipoff for readers is the Personal Diversity Maturity Index. The reader is asked "What is the most important reason to respond to diversity?" The preferred answer has nothing to do with justice and social change, or even with building a house that will include your neighbors, your parents, your kids, and possibly you. It's "The diversity-mature manager recognizes that diversity is good for business."
INTRODUCES THE IDEA OF DIVERSITY MATURITY & EFFECTIVENESS........1999-04-09
Using a short fable as metaphor and a springboard, shows how managing diversity relies upon building skills and changing mindsets. Most of the book presents case studies of how people who face diversity challenges on the job address them. Closing chapters provide some general guidelines for individuals and organizations for achieving diversity maturity-knowledge about and comfort with the dynamics of diversity-and diversity effectiveness-the ability to deal with people distinctly diverse from you. An interesting work that is nearly on a par with the author's most outstanding contribution, "Beyond Race and Gender." Reviewed by Yvette Borcia, co-founder, Stern & Associates, co-author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
Book Description
At twenty-seven, Bo Peabody was an Internet multi-millionaire. In the heady days of the late 1990s, though, when every cool kid had an IPO, that wasn’t very remarkable. What is remarkable is that he’s even more successful today. He has co-founded five different companies, in varied industries, and made them thrive during the best and worst of economic times. Through it all, the one question everyone asks is: Was it his smarts that made him an entrepreneurial leader, or was it just plain luck? The truth is, Bo was smart enough to know when he was getting lucky. And he wants you to have the same advantage.
With proven methods for success and a witty, conversational voice, Bo takes the reader through the lessons his experiences as an entrepreneur have taught him. At the heart of Bo’s manifesto is a mantra that everyone, whether working for a multinational corporation or a solo start-up, should heed: If you want your business to be successful, make sure your work is fundamentally innovative, morally compelling, and philosophically positive.
Lucky or Smart? will teach you how to put yourself in a position to get lucky, create the right situations for success, and take advantage of every opportunity. It is the first truly authentic guide to an entrepreneurial life, a must read for anyone looking for his or her own road to fulfillment.
Download Description
At twenty–seven, Bo Peabody was an Internet multi–millionaire. In the heady days of the late 1990s, though, when every cool kid had an IPO, that wasn’t very remarkable. What is remarkable is that he’s even more successful today. He has co–founded five different companies, in varied industries, and made them thrive during the best and worst of economic times. Through it all, the one question everyone asks is: Was it his smarts that made him an entrepreneurial leader, or was it just plain luck? The truth is, Bo was smart enough to know when he was getting lucky. And he wants you to have the same advantage.
With proven methods for success and a witty, conversational voice, Bo takes the reader through the lessons his experiences as an entrepreneur have taught him. At the heart of Bo’s manifesto is a mantra that everyone, whether working for a multinational corporation or a solo start–up, should heed: If you want your business to be successful, make sure your work is fundamentally innovative, morally compelling, and philosophically positive.
Lucky or Smart? will teach you how to put yourself in a position to get lucky, create the right situations for success, and take advantage of every opportunity. It is the first truly authentic guide to an entrepreneurial life, a must read for anyone looking for his or her own road to fulfillment.
Customer Reviews:
Yawn........2007-09-29
This book is useless. I'm so surprised others gave it four stars. The author just got lucky with his timing and he inflated the valuation of his company by posing as a slacker CEO while in reality he was working 100 hour work weeks.
Then he was smart because he cashed out instead of going IPO because in his own words, he knew that the company was "all hat, no cattle". Then he took his money invested it in other companies that he "started" through his venture capital company. He actually doesn't talk about any of those operations so one wonders if he considers investing the same as starting a company.
Personally I wasn't looking for someone's luck story. I wanted "secrets to an entrepreneurial life" as the cover claims and what I really wanted was information that I could implement in the next company I start. This didn't teach me any. It was like reading an article in some bad paper, like USA Today, just longer.
If you want an autobiography of a random lucky guy, this is the book for you. If you want to make your business more successful without lying to the press or being someone you aren't, read Adrian Slywotzky. He can tell you some real entrepreneurial secrets that you can apply to your business.
Short but very informative.......2007-08-13
I thouroughly enjoyed the read, it was like listening to a good story page after page and gleaning 1 or 2 lessons from it.
Lucky and Short.......2007-04-16
This small book from the founder of Tripod is worth the hour it will take you to read it. Peabody was a `B' student and suggests that successful entrepreneurs are almost always `B' students: good at lots of things, experts at none. To compensate, `B' student entrepreneurs need to hire `A' student managers (and coders and VPs), who are excellent a one or two things, to successfully take a startup to maturity. This revelation is not rocket science, and not an entirely new concept either, but it is very interesting to hear how this strategy played out for Peabody and Tripod.
Even though he made millions, Peabody does not boast or make the silly claim--like many Internet millionaires--to have known all along that he was destined for greatness. In fact he is quite humble: he readily admits he was making a lot of his business strategy up as he went along, and that with Tripod, it could have just as easily gone the other way and ended in failure.
The three salient lessons from this very short memoir of an entrepreneur: work very hard, hire the right people, and be smart enough to know when you are getting lucky.
A good book, not a great book. .......2007-03-21
I picked up this book on the recommendation a client. Mr. Peabody tells good stories and lays out some straightforward facts. In many ways, it's a nifty little autobiography with some useful nuggets of information.
The advice he gives is mainly for Type-A personality entrepreneurs; Risk-taking, project-starting individuals whose main focus is getting product out the door so their effort can be called a success.
For anyone who does not fit that mold, this book is not necessarily speaking to you. However, even if its not directed at you, you'll still gain some insight into why people like Peabody behave and think the way they do.
What I liked most:
-- Always sell. As the person at the top of the organization, always sell.
-- Recognize which role is naturally in you: Entrepreneur, or Manager, and then excel in that role.
-- Know what you don't know. Don't try to buffalo your way through things. To me this is part of being intellectually honest.
What could have been better:
-- I do agree that striving for "good" will be what gets a company off the ground, but that's the end of the road for the entrepreneur on that project anyway. After the entrepreneur moves on to other challenges, the company he leaves behind needs to press forward and strive to be great. That part needed more value ascribed to it.
-- Peabody talks a lot about selling at the entrepreneurial level, but never touches on the mechanics of developing a strategy for it. It may be instinctive to him, but it would have been nice to have him explain a more functional approach.
I liked the book. Quick read. Some good nuggets. Just not enough of them in the right places.
I suppose Peabody followed his own advice: He wrote a good book, not a great one.
Invaluable Book for Entrepreneurs, Executives and Managers.......2006-11-10
This is one of the best business books I've ever read. It conveys highly insightful, meaningful ideas in a remarkably concise and common-sense way. No droaning on with complex business models or contrived new management theories. Peabody simply shares his views of what makes a successful entrepreneur and manager, and the importance of understanding the value of diverse personalities and skill sets. The ideas it contains are motivating, entertaining and invaluable. I've purchased several copies for colleagues. I highly recommend it.
Book Description
Combining two of the hottest topics in business today, this expert executive and team coach breaks new ground with the first book to bridge the gap between coaching and interculturalism.
Customer Reviews:
Cross-Cultural Understanding for Coaches.......2005-12-15
This is the first, and currently only, book on coaching cross-culturally. The author brings the multifaceted perspective of culture into the coaching equation. The book starts with an introduction to coaching and culture and then goes in depth in cultural perspectives. The author wraps up the book with a couple chapters integrating all this into coaching practice.
Coaching is defined as "the art of facilitating the unleashing of people's potential to reach meaningful, important objectives" (page 4). Surprisingly there is nothing distinctly cross-cultural in the definition. Such as "the art of facilitating in culturally relevant ways the unleashing of people's potential..." This definition could come from any book on coaching. Culture is defined broadly to include not just nations and peoples, but corporate culture as well.
The real meat of the book is the second section, nearly half the text. The author presents a series of Cultural Orientations each with tools for how to assess them through coaching. Orientations such as a sense of power and responsibility, time, identity and purpose, organization and communication each have a chapter devoted to them. The author begins each chapter with a presentation of the various cultural perspectives on the Orientation, for example, concerning time there are grids of scarce or plentiful; one activity at a time or multiple tasks; and past, present or future orientation. The author presents a tool for the coach to understand the client's orientation, and for the client (and teammates) to understand himself or herself. The final section is a synthesis of the theory into practice. The author illustrates how he uses his detailed Cultural Orientation grid during coaching sessions.
This book is helpful for those interested in the cross-cultural issues. The book gets a bit lost in trying to reach a wide audience by focusing on at least three audience needs: skills for coaching people of other cultures, cross-cultural team awareness, and personal cultural awareness. The niche this book best fits would be a multicultural team trying to understand each other and how a team leader might coach them through that process of understanding.
STERN'S MANAGEMENT REVIEW RATES THIS BOOK EXCELLENT!.......2003-08-05
The book is not solely dedicated to the international arena but for everyone who works with people from different organizations and backgrounds. The author's aim is to raise the level of awareness of cultural orientations and suggests how to use differences constructively. The book breaks out of the usual confines of cultural assumptions to find creative solutions. It introduces coaching and cross-cultural concepts, provides a framework for integrating coaching and cultural perspectives, and examines numerous cultural orientations. Rosinski presents a Culture Orientations Framework to assess and profile culture, and a Global Scorecard to help set targets at all levels. Chapters discuss how to leverage power and responsibility, time management, identity and purpose, organizational arrangements, notions of territory and boundaries, communication patterns, and modes of thinking. This is a very thoughtful treatment of an unusual and highly important subject.
Don't bother if you ONLY deal with people JUST like you........2003-07-19
Let me be clear, I don't finish reading books these days unless they are good and I certainly don't bother writing reviews unless I think the book is top notch. So it is a pretty safe bet that if you like any of the other books that I have reviewed, you will like this one.
Coaching Across Cultures is another one of those - must have books - for any serious coach working with professionals. Even if you are not interested in an international practice, (and who isn't) this book still is required reading. The book is really about understanding and integrating our differences. Rosinski who lives currently in Belgium, is an Engineer and a MCC by training who has worked in Silicon Valley.
The book is a bit of a smorgasbord. However, it is well designed and packaged so that each section can be considered a self contained component on cultural issues. Part One makes the case for a cultural framework when coaching and points out the dangers of our assumptions and belief systems when working with others of any origin or background. Part Two provides a high level overview of the key components of developing a cross cultural mindset. Although generalized in content, it also provides concrete examples and practical applications of how this plays out in our interactions with others. Part Three is a bit more conceptual and is well suited to those who come from an organizational development perspective. Roskinski has created his own Global Scorecard approach that is tied into his Cultural Orientations Framework. For my reading, it seems thorough, usable and comprehensive.
Coaching Across Cultures is well documented with references, a glossary and some interesting appendixes. There is little to find fault. Perhaps that is because, Rosinski himself is careful never to find fault. He is a great diplomat and finds a place for all styles and approaches whether it is the transactional techniques of some North American coaching styles to the transformational style of others.
If there is one area that I find a little weak, it is his discussion of self-assessment as a precursor the organizational assessment through his Global Scorecard. Now I am the first to admit that assessments are not only my area of interest, it is my business - so I have a bias. That said, I found Rosinski focus on the tools he prefers (the MBTI specifically) left me with the impression that this is THE tool. I also believe that this was not Roskinki's intention - as he does mention a few others but not some that I would have expected. Now don't get me wrong, I love the MBTI and the others he includes but I thought that at least a few more should have been mentioned or acknowledged.
This is a solid, well-written and great new contribution to the field of coaching and working within the global setting. Don't just get this book - read it. I can almost guarantee it will have a positive affect on how you will interact in the future with your clients.
Book Description
`I recommend this book to anyone wishing to understand and practice leadership. Leadership is often treated in mutually-exclusive categories, such as Theory X vs. Theory Y, managers vs. leaders, transactional vs. transformative, initiation vs. consideration, etc. The Competing Values Framework presented in this book transcends these dualities. It features eight competing but complementary values that are critical for managing today's complex and pluralistic organizations. The framework emphasizes the need for balance among the eight leadership roles, and an appreciation of the context, timing, and contingencies when the leadership roles facilitate and inhibit collective endeavors. I have followed the development and testing of the Competing Values Framework over the years. It makes important contributions to both theory and practice. It stimulates positive learning outcomes for students and managers.' - Andrew H. Van de Ven, University of Minnesota, US
Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change.
The Competing Values Framework was developed in response to the need for a broadly applicable model that would foster successful leadership, improve organizational effectiveness, and promote value creation. It helps leaders think differently about value creation and shows them how to clarify purpose, integrate practices, and lead people. Named one of the 40 most important frameworks in the history of business, it has been studied and tested in organizations for more than 25 years. Currently used by hundreds of firms around the world, the Competing Values Framework serves as a map, an organizing mechanism, a sense-making device, a source of new ideas, and a learning system.
This accessible resource will be of great use to organizational scholars interested in the concepts of value creation, organizational effectiveness, and competing values; to leaders and managers interested in enhancing and creating value in their organizations; and to change agents and consultants who use the Competing Values Framework as part of their intervention strategies or who are looking to help improve organizations.
Customer Reviews:
Great for business or leadership researchers.......2006-11-15
Subtitle: Creating Value in Organizations
As a doctoral candidate in business management, I have leadership books growing out of my ears. When I discovered Competing Values Leadership, I prepared myself for the worst, secretly hoping these authors would offer a unique perspective on leadership that not only offers value but also demonstrates how leadership affects the bottom line in business. Fortunately, I wasn't disappointed.
Competing Values Leadership is organized into two main parts, sub-divided into nine chapters. It includes a list of figures and tables used throughout the book to demonstrate key components of the Competing Values Leadership framework.
Part I overviews the competing values theory and explains the four-quadrant visual model underlying this theory. The authors propose that "hundreds of organizations have used the framework to diagnose and implement culture change, establish competitive strategy, motivate employees, facilitate organizational development and change, implement quality processes, (and) develop high potential leaders..." (p. 12).
Cases including Philips Electronics, Dana Corporation, Dell, General Dynamics, and SPX are provided to demonstrate value created by application of the framework which is divided into quadrants describing four value-creating leadership activities: Collaborate, Create, Compete and Control. The authors assert that balanced application of these competing values, preferences, and priorities which exist in all organizations will yield more value and better financial results.
Part II discusses additional applications of the model and how behaviors of the Competing Values Leadership model can result in value creation and higher financial performance.
Since the authors are researchers and academics, Competing Values Leadership is not a book easily examined cover-to-cover. It's filled with quantitative charts and research terms like "multiple regression" and "predictive analysis" unfamiliar to the typical business audience. Yet, once readers wade through the academic jargon, they will discover that the Competing Values Leadership model offers valuable insights into the inherent paradox of leadership and why leadership is actually a balancing act among extremes rather than a simple fix for organizational challenges.
Armchair Interviews highly recommends this book for business professionals and leadership researchers interested in understanding a new approach to leading people, building organizational effectiveness, and achieving higher financial performance.
Average customer rating:
- Okay, but nothing new here...
- The ultimate guide to looking your best...
- An essential part of a working wardrobe.
- Finally, a book to show you how to look successful!
- Success is Yours in 30 Seconds--With This Book!
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The New Professional Image: From Business Casual to the Ultimate Power Look
Susan Bixler , and
Nancy Nix-Rice
Manufacturer: Adams Media Corporation
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5 Steps to Professional Presence: How to Project Confidence, Competence, and Credibility at Work
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Brenda's Wardrobe Companion: A Guide to Getting Dressed From the Inside Out
ASIN: 1558507299 |
Customer Reviews:
Okay, but nothing new here..........2002-05-08
It seems that in our ever-increasingly casual society, we have lost some of our common sense when dressing for the office. This book has no surprises - there are no hidden secrets for compiling a work wardrobe - if we put a bit of thought into it, I'm sure most people could determine on their own that belly tops, sandals, frayed jeans, see-through blouses and poor grooming are potentially career-limiting moves.
The information in this book is pretty basic. Save your money - you can probably get this quality of advice from Mom - for free.
The ultimate guide to looking your best..........2001-07-07
If you are looking for a comprehensive guide to making a positive impact through appearance, this is your book. I am a recruiter with a Fortune 100 company in the US, and a professional image consultant recommended this book to me when I originally began my position. As a person who was looking for solid guidelines around professional dressing, as well as a reference for others who are looking to improve their appearance, I have found no other book to be comparable.
There are many aspects which make this book such an important resource for professionals:
1. The author provides specific guidelines around what items should be in a professional wardrobe, even going as far as to outline what quantities are particularly helpful of each piece of clothing.
2. The book is filled with "before and after" pictures, which allow the reader to see first-hand how the author's recommendations can make a startling appearance alteration.
3. To reflect the variety of workplace formality levels, there are six levels of workplace dress covered in the chapters. For those people who work for companies that have never successfully defined "Casual Friday", this book gives a lot of great hints of how to dress casual but still remain professional.
4. Two separate chapters outline accessories and generic grooming guidelines, and I have only found those hints in this particular guideline book.
5. For people looking to improve their wardrobe on a limited budget or a first job out of school, the author does not suggest spending a fortune on designer clothing. Rather, she suggests some key pieces to acquire first, and then others that can be obtained after your finances begin to improve.
Overall, I see the negative impact every day in my position from candidates who do not make the extra effort to go from "dressing up" to "looking professional". I strongly suggest that you make the $15 investment in this book, since it could help you to acquire the high paying career of your dreams!
An essential part of a working wardrobe........2001-05-24
This book is an excellent guide to dressing for the workplace regardless of where you work. I especially liked the sections on business casual (for both men and women). This section helped me to see that, though I am a manager in my firm, I was dressing like the delivery man. There are so many options for dressing these days and dress has become so casual that we lose sight of the impact that our clothing has on others and the subtle signals we send. The authors do an excellent job of demonstrating how important dress is, especially for women. And, it doesn't have to cost an arm and a leg to dress well, it just takes conscious buying and this book as your guide. If you feel like you are not making the impact at work and maybe in your life that you would like to make, get this book. Perhaps your appearance is sending a different message.
Finally, a book to show you how to look successful!.......2001-04-20
As a young woman entering the workforce, I recognized the need to make a strong first impression. What I lacked was the concrete rules to pull this off. This book is outstanding! Given to me as a present, it will surely serve as my dressing bible for years to come. I was especially helped by the dress/grooming guidelines given for specific occasions and the tips for creating a more polished overall look.
Just be forewarned that the women's photos show fashions which are about five years out of style, but the overall ideas are still applicable to everyday life. Men's fashions are a lot more constant so their section is still current.
Success is Yours in 30 Seconds--With This Book!.......2000-02-15
I am currently beginning my second career and needed the Zero to 60 information, now, to level the playing field. You may think, gee, this guy should know all the rules--but my first career was 25 years in the military. Susan Bixler and Nancy Nix-Rice have me confident that when I walk into the interview, I will have the external factors covered (the first 30 seconds)--they even give you hints on how posture, speak, and express the internal you--your knowledge, skills, and ability. I notice people much more now--I look for the suit and tie color, suit make, belts, shoe style, etc., to see the type client the individual is playing up or down to. If you're at all uncertain--this is your next book--you will not be sorry.
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A Cross-Cultural Reference of Business Practices in a New Korea
Eun Young Kim
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Korean Business Etiquette: The Cultural Values And Attitudes That Make Up The Korean Business Personality
ASIN: 1567200192 |
Book Description
Korea has been going through major changes since 1992, including a civilian government, opening of financial markets, restructuring of chaebols, changing roles of women, and new relations with North Korea. There have also been cultural changes which reflect on the Korean way of doing business and of living. The knowledge and skills for coping with these changes need to be mastered by those who want to interact with Koreans. The need for interpersonal relationships and good communication should be emphasized. Case studies and examples are used to illustrate effective transcultural management and communications. This is a reference to understanding changing cultures and business practices in Korea for scholars, and a comprehensive guide to Korean business practice, protocol, and communications styles for professionals. Western professionals doing business in Korea will find this material important in their business operations, communications, and interpersonal relations with Koreans. Other Asian business professionals will find the work useful in providing an insight to both the Western and Korean cultures. Scholars and students in Asian studies, Korean studies, and international business areas will find beneficial information.
Customer Reviews:
Encounting new culture.......2002-06-23
You start the business in South Korea but you don¡¯t know how to discuss the contract with your Korean partner? You are a foreigner working for a Korean company and don¡¯t know how to get along with your new colleagues? Then this is a book for you. The author, Eun Young Kim, is of Korean origin recently working in a cross-cultural consulting company in Texas. Using both her domestic and international experience she is just the right persone to eximine the problems connected with cross-cultural intercourse.
The book consists of 3 main parts.
The first part introduces the country, provides basic information on Korean political and economical situation. It presents Korean culture, while paying a special attention to traditional values of Korean society, sex and family roles, food and leisure habits, and its evolution in the changing society.
The second and third parts deals essentially with doing business in Korea. What is particulary nice about this book is that it not simply depict the problem, indeed, it is full of useful tips. For example, in the chapter 6 "Working through the Korean System" the author talks about different perceptions of contract that exist in Korean and American business cultures. But she also provides the reader with advice on prevention of possible problems while discussing the terms and conditions of the agreement.
The book is well written and the organization of paper makes the reading smooth and pleasant. It can be used as a reference book for businessmen or a interesting reading for all foreigners planning to stay in the Republic of Korea.
A few generalisations and sometimes vague statements are minor shortcomings of this book. The historical part requires some basic knowledge of Korean history, so if used as a text book it would be reasonal to use additional resources.
The complete and conclusive research of a society as quickly changing as Korean is very unlikely to be ever published. However this book can be a reliable source of information and of a great help for everyone interested in encounting Korean culture.
Amazon.com
When Terrence E. Deal and Allan A. Kennedy collaborated on Corporate Cultures in 1982, they were examining a facet of organizational life that over time would evolve from unknown to generally misunderstood to widely accepted. In light of the attention that corporate culture has since received--and the continuous pressures exerted upon it by everything from the broadening dependence on outsourcing to the growing recognition of shareholder value--Deal, a professor at the Peabody College of Vanderbilt University, and Kennedy, an international management consultant and writer, decided to revisit and update their thinking in New Corporate Cultures. The two contend that a solid corporate culture is more important today than when they wrote their first book and examine ways that business leaders can "find a balance between the management actions needed to stay competitive and the human needs of workers to belong to meaningful institutions." Deal and Kennedy discuss the reasons that today corporate cultures are "in crisis" and offer suggestions for reversing the decline. --Howard Rothman
Book Description
The authors of the hugely influential Corporate Cultures reunite to assess the effects of the last two decades of management trends and to offer new strategies for achieving corporate renewal.
Customer Reviews:
A classic on corporate culture........2000-11-27
The other reviewers have summed up the best points about this book. Anyone studying organisational behaviour will be well advised to read this book. It brings you up-to-date in developments on the subject of corporate cultures in the 1990s. The book has global application. The notes at the end of the book are a useful reference to locate related articles and content.(My comments refer to the paperback edition.)
Corporate Cultures from 1980s to 2000s........2000-04-10
"In 1982 we published Corporate Cultures: The Rites and Rituals of Corporate Life. We were motivated to write the book because of a nagging feeling that something was missing in our ability to understand organizations. This missing link was obviously very subtle-but also extremely powerful. Along with other pioneers (Organizational Culture and Leadership - E.Schein, Corporate Culture and Performance - J. Kotter / J. Heskett, Built to Last - J. Collins / J. Porras), we ventured an idea about what lay underneath the rational-technical veneer of business. We tagged the phantom force 'corporate culture.'... In this, our new book, we plan"Deal and Kennedy write, "to chronicle changes that have occured-where they came from, why they happened, and their effect on business cultures. We also offer suggestions for how corporations can be revitalized in the wake of the grueling assaults since the early 1980s. Our hope is that modern managers can use our book to find a balance between the management actions needed to stay competitive and the human needs of workers to belong to meaningful institutions."
In this context, with their words, Deal and Kennedy basically :
* summarize the evidence that has emerged since they first wrote about the importance of culture to superior performance over the long haul.
* chronicle, one by one, the forces that have chipped away at the culture of companies since the early 1980s.
* discuss the shareholder value movement and the impact it has had on corporate decisionmaking.
* focus on downsizing, which has cut the soul out of many corporations.
* show how outsourcing has emerged as the new tool of cost cutters just when conventional cost-reduction approaches have begun to run out of steam.
* explore how merger mania has forced the most unlikely of combinations on workforces still reeling from the waves of cost cutting that decimated them in the early 1990s.
* look at how computerization, potentially a tool for liberating workers from drudgery, has instead isolated workers from one another and made them servants to machines.
* discuss how the combination of these factors has decimated traditional corporate cultures, replacing joy, commitment, and loyalty with fear, alienation, and self-interest.
I highly recommend this study to all executives.
Look Back in Anger.......2000-01-27
The last twenty years have seen two major trends: increasing study of corporate cultures, and increasing reason to rue the cultures' progress. Since 1982, when Terrence Deal and Allan Kennedy published Corporate Cultures: The Rites and Rituals of Corporate Life, the havoc wrought by corporate upheaval has been measured as much by the spillage of ink as by the ruin of employee life. Short-term management, outsourcing, downsizing, reengineering, mergers, and the ever-popular leveraged buy-outs have taken their toll on once-strong corporate cultures. Today, when authors and analysts detect fear, cynicism, and anomie among corporations' employees, their blame is laid unhesitatingly at the door of senior executives. Look on thy works, ye mighty, and despair.
Now Deal and Kennedy are back with a sequel, The New Corporate Cultures, and they shall not fail or falter in condemning what they find. They devote the first half of the volume to a trenchant economic history of the last two decades, exposing the roots of these negative cultures with remarkable clarity and precision. Drawing largely from key books and articles in the field, Deal and Kennedy describe a Bizarro, anti-Rockwell world - culture of want, culture of fear, culture of denial - that makes you want to weep into your beer. Gone are the corporate cultures of yesteryear, supplanted by "negative influences that threaten the ability of businesses to thrive and compete."
This is a distinctly diffident claim, and rightly so. While few would argue that weak cultures are a good thing, even fewer have come close to proving that they impact the bottom line. John Kotter and James Heskett gave it a shot in their Corporate Culture and Performance (1992); as Deal and Kennedy admit, "in [Kotter and Heskett's] analyses, cultural strength itself did not seem to correlate significantly with financial performance." (Not that this stops Deal and Kennedy from deliberately skewing those data and presenting the results as revelatory proof, accompanied by a jab at Harvard academics.) Even if we presume that the strength of a corporate culture can be measured - for which Deal and Kennedy give neither formula nor method - we still don't know that a culture affects performance or ROI, rather than the other way around. Emboldened by proselytizing zeal, the authors have fallen victim to logical fallacy. True, Southwest Airlines is profitable, therefore it does not downsize. But it's bad logic to conclude that Southwest does not downsize, therefore it is profitable.
Deal and Kennedy are offering antagonism over answers, and their petulance is ultimately as dispiriting as their findings. Although their attacks on reengineering and overpaid CEOs may be trite, at least they're supported by facts. But they reserve a particular vitriol for the young ("young money managers", "consultants, most of them young", "newly trained MBAs not eager to spend their time on factory floors", etc.) that is unseemly in a professor and a management consultant. And when it comes time for solutions, Deal and Kennedy submit five chapters of vague recommendations unsupported by suggestions for implementation. They propose, for example, that companies should create and publish fair criteria for deciding which jobs and people are retained. That's all very well - no one wants to feel his company's retention decisions are made by the Giant Claw from Toy Story, which chooses who will go and who will stay - but who decides what is fair, whether the criteria are met, and how ever-present performance metrics can be prevented from sapping workers' souls?
Unable to prove or retaliate, The New Corporate Cultures falls back on finger-pointing and name-calling. It's a pity, really, because the authors have much to offer. Their combination of cultural anthropology, secondary research, and intelligent prose is rare and welcome among the shelves of business literature, and their book is worth reading simply for its chronicle of the American corporation in the 1980s and 1990s. As diagnosis and prescription, however, The New Corporate Cultures needs a taste of its own medicine. If you're going to pour your readers a bitter cup, be certain that the suffering is justified by the cure.
New Corporate Cultures.......1999-12-09
Corporate leaders need to re-visit corporate values to keep on track. Allan Kennedy and Terence Deal have put a message for corporations in their book. Corporations depend on their people - and people need to feel positive about their work and work situation to make the company fly. The book gets into outsourcing, downsizing, mergers, globalization, shareholder value, and cultural leadership. A wake-up book, written in clear, simple terms, a worthwhile read.
Book Description
Former White House intern Monica Lewinsky was betrayed by Linda Tripp, a friend who recorded their intimate conversations...Olympic skater Nancy Kerrigan was assaulted during a major competition because of rival Tonya Harding's masterminding...Mary, Que
Customer Reviews:
Women (and Men)--Get This Book!.......1999-03-06
A friend recommended this book when I told her about a horrible experience that I had from a co-worker who attempted to destroy my reputation and took credit for a project I put my guts into.
Briles writes with such common sense on who to deal with situations like mine--my only regret is that I didn't discover her wtiting sooner. This is the best book I've read in several years.
Ideal book for conflicts in the workplace.......1999-02-08
Our company specializes in diversity and gender issues in the workplace. We are high recommending this book to all our clients who have women as employees.
A good book for working with and managing women.......1999-02-03
I got this book from a recommendation of a friends wife--she had heard the author speak recently in Denver. I manage a retail operation that is 90% women--the author has helped me a great deal. Get this book.
A good book for working with and managing women.......1999-02-03
I got this book from a recommendation of a friends wife--she had heard the author speak recently in Denver. I manage a retail operation that is 90% women--the author has helped me a great deal. Get this book.
Real stories on how to deal with sabotag in the workplace.......1999-02-02
I heard this author speak at the Tattered Cover in Denver--very powerful. I bought copies at the store and will get more through amazon--this is an important book.
Customer Reviews:
Ethics in the business world.......2007-06-12
Outstanding book for any person that that works within an organization. Focuses on how one can live a fullfilling life and be still be successful within an organization in terms of being a leader of the team. To lead one must be of high integrity and be willing to serve others. With Enron and other corporate scandals, we seem to have lost track of how to run an organization for the benefit of others (employees, shareholders, customers, etc,)instead of our own personal gain.
Business owners will find this an essential key to maintaining ethics in a blossoming business structure.......2007-03-05
What are the ethical and spiritual principles businesses should embrace and incorporate to prevent the problems that affected Enron and others? Examples from a range of corporate scenarios narrow the ideas down to ten 'old' principles and review them with an eye to surveying how business decisions may be tempered by ethical and spiritual considerations. Business owners will find this an essential key to maintaining ethics in a blossoming business structure, and business libraries will find students of business will choose this for classroom debate and discussion.
Powerful principles provide guidance.......2006-12-24
As business and business schools struggle with the problem of teaching, promoting and practicing ethics, Bill Byron provides a useful guide, not just another ad hominen critique.
The decline in corporate ethics needs less lamentation and more solutions. Byron has a solution and he conveys ten core principles that form a positive, prosocial set of ethics for business today. He identifies and outlines "ten classic ethical principles" (pp. 6-7): integrity, veracity, fairness, human dignity, participation (empowerment), commitment, social responsibility, the common good, subsidiarity (delegation) and love. He devotes chapters three through twelve to explaining and illustrating these principles. He has excellent, current examples, plenty of conversations with a variety of leaders, and a clear, engaging way of tying all of these together. His final chapter asks business leaders to reflecton the ten principles, in the form of an open letter to their chilren or employees. One takes the form of C.S. Lewis' "Screwtape letters," offering the devil's own interpretation of the principles. Of course, the best advice is to do just the opposite of what the devil suggests, but reality shows that Satan himself may have won the hearts and minds of some executives. Enron receives a lot of attention. He concludes each chapter with a nice, italized, summary lesson. He draws on civic, business and academic leaders. Byron has had the opportunity to meet and converse with a wide array of leaders. He has been the president of three universities. Now if he could only explain the ethics of Harvard's greed in accumulating a $29 billion endowment.
Under social responsbility, Byron takes on Milton Friedman's advice to firms, that they should maximize profits to shareholders, period. Byron does endorse that socially responsble firms must be economically viable. I believe that there is a middle ground, and these include the principles that I teach busines students: Organizations must create wealth, customers, and a sustainable comparative advantage. Social justice comes from the distribution of wealth, but only if firms generate enough wealth -- for shareholders, employees, managers, and customers -- to distribute and to re-invest. Being viable is not enough. Firms and employees have a moral, social responsbility to build or create something of value. The error is in the egregious accumulation of wealth by a limited, unethical few. Money is not the root of all evil. It's the love of money that is the root of all evil.
Bill Byron has done it all, from a Normandy paratrooper, to Jesuit priest, to university president, to business ethics professor, to high school principal. As a colleague in his department when he wrote this book, it was a privilege to have him with us, if only for a short time before his next, challenging appointment.
Book Description
His novels of big money and murder in the world of finance have earned New York Times bestselling author Stephen Frey a richly deserved reputation as a master of suspense who always delivers a high yield. Now he raises the stakes, and the risk factor, in a new thriller that pits a young Wall Street player against corporate conspiracy and White House intrigue—in a dangerous game of double crosses, dirty tricks, and deadly consequences.
An investment banker in the maverick firm Phenix Capital, Conner Ashby is doing all right for himself. At twenty-seven, he’s practically the right-hand man of the company’s founder—a wealthy old pro looking to make a big comeback on The Street while grooming Conner for a place at the top. Between his career and his gorgeous girlfriend, it’s a good life, with every indication of getting even better—until a wayward E-mail crosses Conner’s computer, and plunges his near-perfect world into a terrifying downward spiral.
“The ‘operation’ is way out of hand. If we don’t do something, it’s going to detonate.” It’s a communication not meant for Conner’s eyes, between people he doesn’t know, about a company he’s never heard of—a company that’s engaged in corporate fraud on a massive scale. With no way to trace the E-mail, it’s impossible for Conner to act on the volatile discovery. But with millions of dollars at stake, high-powered careers in the balance, and hell to pay if the truth comes out, whoever clicked the “send” button by mistake isn’t about to take any chances. And for Conner, the evening that began in the arms of a beautiful woman ends in a harrowing race for his life.
As he follows a twisting trail of misdeeds and misinformation that stretches nationwide, Conner slowly uncovers a shocking plot as undeniably real as the gunshot wound in his arm. Now, surviving will mean struggling to expose the truth as relentlessly as his shadowy enemies seek to conceal it— and fighting for his life as ruthlessly as those determined to end it.
At every unexpected turn, Shadow Account deftly reveals Stephen Frey’s many and considerable gifts: his genius for plotting, his mastery of suspense, and his unmatched insight into the dark territory where finance meets felony, money meets mortality, and profit and loss are matters of life and death.
Download Description
His novels of big money and murder in the world of finance have earned New York Times bestselling author Stephen Frey a richly deserved reputation as a master of suspense who always delivers a high yield. Now he raises the stakes, and the risk factor, in a new thriller that pits a young Wall Street player against corporate conspiracy and White House intrigue -- in a dangerous game of double crosses, dirty tricks, and deadly consequences.
An investment banker in the maverick firm Phenix Capital, Conner Ashby is doing all right for himself. At twenty-seven, he's practically the right-hand man of the company's founder -- a wealthy old pro looking to make a big comeback on The Street while grooming Conner for a place at the top. Between his career and his gorgeous girlfriend, it's a good life, with every indication of getting even better -- until a wayward e-mail crosses Conner's computer, and plunges his near-perfect world into a terrifying downward spiral.
"The 'operation' is way out of hand. If we don't do something, it's going to detonate." It's a communication not meant for Conner's eyes, between people he doesn't know, about a company he's never heard of -- a company that's engaged in corporate fraud on a massive scale. With no way to trace the E-mail, it's impossible for Conner to act on the volatile discovery. But with millions of dollars at stake, high-powered careers in the balance, and hell to pay if the truth comes out, whoever clicked the "send" button by mistake isn't about to take any chances. And for Conner, the evening that began in the arms of a beautiful woman ends in a harrowing race for his life.
As he follows a twisting trail of misdeeds and misinformation that stretches nationwide, Conner slowly uncovers a shocking plot as undeniably real as the gunshot wound in his arm. Now, surviving will mean struggling to expose the truth as relentlessly as his shadowy enemies seek to conceal it -- and fighting for his life as ruthlessly as those determined to end it.
At every unexpected turn, Shadow Account deftly reveals Stephen Frey's many and considerable gifts: his genius for plotting, his mastery of suspense, and his unmatched insight into the dark territory where finance meets felony, money meets mortality, and profit and loss are matters of life and death.
"Harrowing... Stephen Frey enlivens finance the way Patricia Cornwell does forensic science and the way Dan Brown (The Da Vinci Code) does medieval studies."
FORBES
Customer Reviews:
Delivered quickly .......2007-03-08
Product as described and delivered promptly. What more can one ask?
A very light yawner.......2006-05-22
This is not the worst book ever to grace the shelves of a library. Next time you enter one, take a look at the mystery/thriller section. I myself am an avid reader, perhaps 150 books a year. Most of them are in the mystery genre. Yet when confronted with a mystery section that has been compiling books for sixty years its hard to say that even 5% of the authors are familiar to me. Most of the books are covered with decades of dust and forgotten tombs of years gone by. That is the way 'Shadow Account' strikes me as being remembered in the years to come. It is a book you will find at the bottom of stacks in yard sales and church functions. This is not a book or an author whom like Chandler, Christie, or Hammett will be read far into the future.
The writing is plodding, sections of the novel are well done, but the tempo and style of these individual pieces clash with other sections so that you are left with a soup of mushy ideas. To put it another way, this book does not hold up well as a whole.
Another thing is the plot. Frey starts the story off with a brutal murder in young Conner Ashby's apartment. Conner is pulling down a couple of hundred G's a year so this is probably a posh place were talking about. He is having a daliance with a lady, leaves to hit up the local supermarket, spends a few minutes there, comes back, and she is dead. Conner had recieved an email a few moments before he left and it comes to his attention that the murder was done so that the evidence of the email could be covered up. OK, I can live with that. But the way Frey unfolds it all is so goofy that it pretty much destroys the rest of the book. Some CEO character sends out an email to Conner and with in 20 minutes he hires a hit man, sends him to Conners place, tears it apart, kills a girl, and then confronts our protagonist. Conner then chases the bad guy around NY for an hour, comes back to his place with some cops, and everything that was destroyed is put back into place without a sign of anything wrong happening. Whats up with that?
I am not giving away anything here. This occurs in the first few pages and sets up the rest of the book. Conner just had the lady he loves murdered in his place and then over the next few chapters he misses time from his insanely competitive job to have flirtatious hours long conversations and seems to have not been affected at all by the terrifying events. Repetedly in this book he is attacked and then a few pages later he is suave and making moves with young ladies.
This book is slow. This book goes into chapter long discources on the corruptability of fortune 500 companies. This book has long episodes of buildup that leads nowhere, not even as a diversionary plot thread.
All in all this is a trainwreck of a novel and I suggest that you leave it alone. I would point you towards 'Mystic River' by Lehane or 'Tell No One' by Coben for novels in this style that actually work.
Financial Thriller.......2006-05-22
I had never read financial thriller. I really enjoyed this book. It helped that I had an accountant friend explain what was real and fantasy. The fantasy was just to keep the story going and I understand why authors need this. The real taught me things that I didn't realize that people could or would do for money. To me it was a facinating and interesting book.
Superb.......2005-10-30
Conspiracy reaches high into the President's Administration.The President is in a tough reelection campaign. He's proposing radical populist tax reforms. Corrupt corporate executives and accountants are fabricating bogus earnings results. Conner Ashby, an investment banker is a plausible hero. This is a quite enjoyable, action packed page turner.
It really is worth only a penn y.......2005-10-30
Definitely not Freys best but with some judicious skimming you can read it in a few hours. It is down to a penny used on Amazon and alas that is all it is worth.
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Books Index
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