From Library Journal
Ghoshal (London Business Sch.) and Bartlett (Harvard Business Sch.), who coauthored Transnational Management (Irwin, 1995), claim that a new model in which companies are managed as social institutions is replacing prior management models. The authors effectively argue that managers are now becoming responsible for transforming how employees behave?not merely reengineering what they do. The "individualized corporation" that results has the "ability to inspire individual creativity and initiative in all its people" and to "link and leverage pockets of entrepreneurial activity and individual expertise." The authors describe the management implications of these new tenets through the use of actual corporate examples, including 3M, McKinsey and Company, and Philips. Their work nicely complements other recent books on employee empowerment, such as Warren Bennis and Robert Townsend's Reinventing Leadership (Morrow, 1995). Strongly recommended for all business collections.?Kathy Shimpock, Muchmore & Wallwork Lib., Phoenix
Copyright 1997 Reed Business Information, Inc.
Copyright 1997 Reed Business Information, Inc.
From AudioFile
As business management style has shifted from the all-knowing manager and a vertical reporting structure to work teams and a horizontal reporting structure, the nature of employee-employer relationships has changed. Ghoshal and Bartlett review the history of management styles and the recent shift to emphasizing individuals and their specialized, hidden skills, such as self-direction, creativity and initiative. Kovner narrates this theoretical, historical work flawlessly, presenting the subject in clear, concise words. While practical, how-to advice is missing, concrete examples of how companies changed their management styles will inspire all business owners to rethink how their companies work. The abridgment doesn't interrupt the flow or continuity of management ideas. M.B.K. © AudioFile 2001, Portland, Maine-- Copyright © AudioFile, Portland, Maine
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