Monday, January 29, 2007
"who's afraid of globalization ? " -Suzanne Berger
A more concrete definition of globalisation is the acceleration of the processes in the international economy and in domestic economies that opeate toward unifying world markets.
A majority of Americans and Europeans thinks globalization raises theier standard of living ; a majority also believe that it is bad for employment and job security.
For the questons about who winds and who loses in the new global economy, there is no one right and answer.. When we disocered that there were different solutions to the same economic challengers, and found that a number of these solutions are about equally likely to produce success in the market place, we realised we could no longer fall back on " globalization " as an all-purpose explanation. Dell, the American computer compnay that focuses its own organisation on the distribution and outsources al the manufacturing of composents oversaesa, is a reapidly growing proficable business - bu so is Samsung, a vertically integrated electronics company that makes almost everything under its own roof.
FFM is strugling to survive in economies with high - wage labour. Toyota, whih keeps much of its porocution at home or in other advanced countries, is thriving. Most american apparel retailers outsource all their puducton , but the fasterest ghrowing retailer in riech countries is Zara, a Spanish company that makes more than half its clothing at home.
Suzanne Berger's book , National Diversity and Global Capitalism (Cornell Studies in Political Economy) (Paperback) received a 5 star rating at amazon.com./
Link is http://www.amazon.com/National-Diversity-Capitalism-Cornell-Political/dp/0801483190/sr=1-11/qid=1170077076/ref=sr_1_11/102-0536785-5500133?ie=UTF8&s=books
here.
A majority of Americans and Europeans thinks globalization raises theier standard of living ; a majority also believe that it is bad for employment and job security.
For the questons about who winds and who loses in the new global economy, there is no one right and answer.. When we disocered that there were different solutions to the same economic challengers, and found that a number of these solutions are about equally likely to produce success in the market place, we realised we could no longer fall back on " globalization " as an all-purpose explanation. Dell, the American computer compnay that focuses its own organisation on the distribution and outsources al the manufacturing of composents oversaesa, is a reapidly growing proficable business - bu so is Samsung, a vertically integrated electronics company that makes almost everything under its own roof.
FFM is strugling to survive in economies with high - wage labour. Toyota, whih keeps much of its porocution at home or in other advanced countries, is thriving. Most american apparel retailers outsource all their puducton , but the fasterest ghrowing retailer in riech countries is Zara, a Spanish company that makes more than half its clothing at home.
Suzanne Berger's book , National Diversity and Global Capitalism (Cornell Studies in Political Economy) (Paperback) received a 5 star rating at amazon.com./
Link is http://www.amazon.com/National-Diversity-Capitalism-Cornell-Political/dp/0801483190/sr=1-11/qid=1170077076/ref=sr_1_11/102-0536785-5500133?ie=UTF8&s=books
here.
Wednesday, January 24, 2007
"Behind the closed doors " Johanna Rothman
" It is worth learning how to be a great manager - both in human and in economic costs. Because managers amplify the work of others, the human costs of bad management can be even higher than the economic costs.
One of the reasons , good management is so hard to learn is that, much of management takes place behind closed doors. Generally speaking, you can observe only the public behavios of managers. Some people think management is all about the people, and some people think it is all about the tasks.
But great management is about leading and developing people and managing tasks. If you want to lead people, you need to know them ; and their unique strengths, aspirations, and patterns of behavious. If you want to manage work, you need to see what people are doing and understand how it fits into the context of the group's mission.
You ned ot learn three things when you enter a new organisation or job : who the people are - their strengths and interests - and what they are working on : the stated mission of the group and how the group provides value ; how your group fits into the largetr organisation.
It would be great to learn this information on your first day and in nice neat boxes. But it doesn't work that way. the information will emerge and coalesce as you uncover information and perform management wok. Start with the people first in order to build trust and lay the foundation for cohesive team. "
Johanna Rothman's book page on amazon is here.
It got 4.5 rating.
Book Description : BEhind the closed doors :
---------------------------------------------
Book Description
Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
Delegating effectively
Using feedback and goal-setting
Developing influence
Handling one-on-one meetings
Coaching and mentoring
Deciding what work to do---and what not to do
...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.
---------------------------------------------------------------------------------
Another book, " Hiring the best knowledge workers " has got 5 star rating, link
here. A review :
"I found this book on the author's web site, and I must say that I am glad that I did. My department's hiring practices were in need of overhauling, and this book served as great guide. Readers will find a description of the hiring process that really mirrors software development itself.
The book begins with an overview of the hiring process, and then it looks at the various stages in detail. A hiring process should begin with an analysis of the job for the position you are trying to fill. Then you design a job description, ads, and interview questions. Next you implement the interivew questions with phone screens and on site interviews. Finally you extend offers and bring candidates in for their first day. All along the way, you evaluate what you are doing and let new information feedback into the previous steps. It really follows the pattern of iterative software development. As a bonus, the author provides templates for forms that you can use along the way during the process.
I recommend this book to anyone who is faced with implementing a hiring policy that they don't understand or who feels unprepared for the process. I found it to be quite helpful."
-----------------------------------------------------------------------------
One of the reasons , good management is so hard to learn is that, much of management takes place behind closed doors. Generally speaking, you can observe only the public behavios of managers. Some people think management is all about the people, and some people think it is all about the tasks.
But great management is about leading and developing people and managing tasks. If you want to lead people, you need to know them ; and their unique strengths, aspirations, and patterns of behavious. If you want to manage work, you need to see what people are doing and understand how it fits into the context of the group's mission.
You ned ot learn three things when you enter a new organisation or job : who the people are - their strengths and interests - and what they are working on : the stated mission of the group and how the group provides value ; how your group fits into the largetr organisation.
It would be great to learn this information on your first day and in nice neat boxes. But it doesn't work that way. the information will emerge and coalesce as you uncover information and perform management wok. Start with the people first in order to build trust and lay the foundation for cohesive team. "
Johanna Rothman's book page on amazon is here.
It got 4.5 rating.
Book Description : BEhind the closed doors :
---------------------------------------------
Book Description
Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
Delegating effectively
Using feedback and goal-setting
Developing influence
Handling one-on-one meetings
Coaching and mentoring
Deciding what work to do---and what not to do
...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.
---------------------------------------------------------------------------------
Another book, " Hiring the best knowledge workers " has got 5 star rating, link
here. A review :
"I found this book on the author's web site, and I must say that I am glad that I did. My department's hiring practices were in need of overhauling, and this book served as great guide. Readers will find a description of the hiring process that really mirrors software development itself.
The book begins with an overview of the hiring process, and then it looks at the various stages in detail. A hiring process should begin with an analysis of the job for the position you are trying to fill. Then you design a job description, ads, and interview questions. Next you implement the interivew questions with phone screens and on site interviews. Finally you extend offers and bring candidates in for their first day. All along the way, you evaluate what you are doing and let new information feedback into the previous steps. It really follows the pattern of iterative software development. As a bonus, the author provides templates for forms that you can use along the way during the process.
I recommend this book to anyone who is faced with implementing a hiring policy that they don't understand or who feels unprepared for the process. I found it to be quite helpful."
-----------------------------------------------------------------------------
Friday, January 19, 2007
Bill Bryson - A short history of nearly everything
19 jan 2007 economic times.
" Much of what we think we know, we haven't known or thought we've known, for long. Even the notion of the Big Bang is quite a recent one. The idea had been kicking around since the 1920 s, when Georges Lemaitre, a Belgian preist-scholor, first tentatively proposed it, but it didn't really become an active notion in cosmology until the mid 1960 s when two young radio astronomers made an extraordinary discovery. Their names were - Arno Penzias and Robert Wilson. In 1965, they were trying to make use of a large communiations antenna owned by Bell Labs, but they were troubled by a presistent background noise - a steady, steamy hiss that made any experimental work impossible. The noise came from every point in thei sky, day and night.
For a year, the young astronomers did everything they could think of to track down and eliminate the noise.... Nothing they did or tried worked. Unknown to them, just 30 m iles away at Princeton University, a team of scientists led by robert Dicke ws trying and working on how to find the very thing they were trying to diligently to get rid of.
The Princeton researchers were pursuing an idea that had been suggested in the 1940 s , by the Russian born astrophysicist George Gamow that if you looked deep enough into space you should find some cosmic background radiation left over from the Big Bang. :"
--------------------------------------------------------------------------------
He wrote a lot of books, most of which were given a 4 star or 5 star rating at amazon. Bill Bryson book page is here.
" A short history of nearly everything " gotten a 4.5 rating . Link is here.
" The Life and times of thunderbolt kid - a memoir " gottn a 4 star rating. Link is here.
Bill Bryson's African Diary is here.
Dictionary of troublesome words got a 4 star rating.
All, worth reading. Buy economic times, even if you are buying Biz Line. At Rs.2.50 per day, it's lower than one fag and one tea , a combo which costs you Rs.8/- per day, even if you are having only ONE fag and tea. Spend, invest a very little amount on knowledge.
Off line gives you as much knowledge as on line reading.
" Much of what we think we know, we haven't known or thought we've known, for long. Even the notion of the Big Bang is quite a recent one. The idea had been kicking around since the 1920 s, when Georges Lemaitre, a Belgian preist-scholor, first tentatively proposed it, but it didn't really become an active notion in cosmology until the mid 1960 s when two young radio astronomers made an extraordinary discovery. Their names were - Arno Penzias and Robert Wilson. In 1965, they were trying to make use of a large communiations antenna owned by Bell Labs, but they were troubled by a presistent background noise - a steady, steamy hiss that made any experimental work impossible. The noise came from every point in thei sky, day and night.
For a year, the young astronomers did everything they could think of to track down and eliminate the noise.... Nothing they did or tried worked. Unknown to them, just 30 m iles away at Princeton University, a team of scientists led by robert Dicke ws trying and working on how to find the very thing they were trying to diligently to get rid of.
The Princeton researchers were pursuing an idea that had been suggested in the 1940 s , by the Russian born astrophysicist George Gamow that if you looked deep enough into space you should find some cosmic background radiation left over from the Big Bang. :"
--------------------------------------------------------------------------------
He wrote a lot of books, most of which were given a 4 star or 5 star rating at amazon. Bill Bryson book page is here.
" A short history of nearly everything " gotten a 4.5 rating . Link is here.
" The Life and times of thunderbolt kid - a memoir " gottn a 4 star rating. Link is here.
Bill Bryson's African Diary is here.
Dictionary of troublesome words got a 4 star rating.
All, worth reading. Buy economic times, even if you are buying Biz Line. At Rs.2.50 per day, it's lower than one fag and one tea , a combo which costs you Rs.8/- per day, even if you are having only ONE fag and tea. Spend, invest a very little amount on knowledge.
Off line gives you as much knowledge as on line reading.
Thursday, January 18, 2007
Neuro Economics by James Heskett
Are you ready for " neuro everything " in management ? The Year 2007 will see a flood of books and articles describing findings and conclusions drawn from the growing use of MRI ( Mangnetic resonance imaging) devices for studying decision making. The research is based on increasing knowledge that different parts of the brain demostrate heightened acitivity when subjected to challenges Subjects are asked a series of questions ( often requiring decisions ) while their brains are being scanned ( or while they are hooked to lie dectctors). Among the propositions advanced from this work thus far, for example, are that ris and return are assessed in different parts of the brain, there by questioning theories regarding expected utility on which a great deal of decision theory has een based on up to now. Thus according to this research, different qualities of , say, investment dcisions are made when perceptions of risk or greed ( return) previaisl in terms of heightened brain activity.
Another line of work involves the study of the bes locus in the brain, conscious or sub-cocsous, for making various decisions. For rxample, it is thought that more complex decision involving hard-to-quantify factors are best made in the subconscious after some amount of pprepreation.
Work in newro marketing oww claims that strong brands create more exceitement in decision-influencing areas of the brain than weak brands,even for mundane products.
Another line of work involves the study of the bes locus in the brain, conscious or sub-cocsous, for making various decisions. For rxample, it is thought that more complex decision involving hard-to-quantify factors are best made in the subconscious after some amount of pprepreation.
Work in newro marketing oww claims that strong brands create more exceitement in decision-influencing areas of the brain than weak brands,even for mundane products.
