Management Book Reviews

"6 Habits of Highly Effective Bosses," by Kohn & O'Connell

                            Reviewed by Allen Orr 

            “6 Habits of Highly Effective Bosses,” written by Stephen Kohn and Vincent O’Connell, is a book that focuses on providing six key points for managers to follow in order to establish good rapport with their employees, or “reports” as they refer to them. 

            The principle that underlines the whole book is that “management is a relationship-building role” (21).  Kohn and O’Connell suggest six tips that managers should follow.  The first three are the building blocks for being an effective communicator. 

            The first habit is to expand one’s self-awareness.  One can do this mainly by urging and actively seeking out constructive criticism and feedback from co-workers.  A manager should engage in psychological tests to discover just what type of person they really are, so that he can learn to relate better to others.  Self-discovery and self-awareness of how one acts in situations is critical to handling real situations in the company environment.

            The second habit that all managers should take on is to be empathetic towards others.  This means developing and refining one’s listening ability.  Listening is one of the most important things that a manager can do in order to relate to employees.  The next step is to try to relate to an employee’s feelings through past experiences.  This will make the employee feel like the manager really cares, and that he will take the situation into personal consideration.

            The third habit, and final building block, is to follow “Golden Rule Principles” – treating others as one would like to be treated.  This involves both listening to an employee’s problem, as well as acting upon it in a manner that conveys respect and care.  Managers should put themselves in the employee’s shoes and try to make sure they handle situations the way they would want their situations handled. 

            These three habits form the building blocks for success in a managerial role.

            The next two habits comprise the second level of the pyramid.  They focus on building judgment, perspective, diplomacy, and tact.

            The fourth habit that all managers should get into is to maintain proper boundaries.  This mainly involves non-work related issues between the manager and his reports.  It includes avoiding potentially threatening situations, such as sexual harassment.  Also, managers should always be kind, and befriend his reports, but never allow further developed friendships to occur.  If this happens, it could undermine the manager’s authority, and potentially cost him his job.

            Criticizing reports carefully and “artfully” is the fifth habit for managers to develop.  Criticizing employees always has the potential to spark certain amounts of distaste for managers; however, if done carefully, it can be very effective.  Kohn and O’Connell have a simple measure for doing this.  First, ALWAYS start with a positive statement, instead of starting right in with the criticism, for this takes the edge off of the situation.  Second, the manager should very gracefully insert the criticism OF THE SITUATION, not of the report.  Then, close with support of the work, but with a subtle reminder that an improvement in work will benefit the whole company and the employee himself. 

            The sixth and final building block and tip refines rapport-building, and it is flexing to other people’s styles of work.  There are four different types of employees:  analytical – who do not express much, but get the work done right the first time; amiable – who are friendly, but do not always get it right the first time; the expressive workers have a high amount of energy for both getting the work done and expressing themselves; finally, the drivers do not express much, but have the hardest drive for getting the work done.  Managers must be flexible to all employee types.

            Kohn and O’Connell have an excellent approach to leadership.  I believe that it is crucial to foster friendly relationships with one’s employees so that they do not fear the manager as soon as he walks into the room.  Though this is not a day-to-day guide about how to manage or run an office, it is a book about how to effectively relate to employees in situations, as well as just simple communication.  This is not a book of management theory, such as Total Quality Management, so it is not comparable to management theory.  It is a book intended to help managers relate.

            I would highly recommend this book to ANY person who is in Public Relations.  The fact of the matter is, anyone who could potentially work in an office both in a report’s role or in a managerial role could benefit, because there is always the opportunity for advancement within the office.  This book will help Public Relations professionals relate to almost anyone, because it focuses on effective communication tactics when dealing with co-workers.  If PR students read this book they will be very well versed in highly effective communication tactics that will stick with them and prove helpful in dealing with many different situations.

"To Be or Not to Be Intimidated?" by Robert Ringer

                    Reviewed by Shannon Lazo

 

            To Be or Not to Be Intimidated? by Robert Ringer took a very uncharacteristic approach to the idea of leadership and management styles, as they apply to getting ahead in the work force.  He presents an often cynical viewpoint on the current makeup of the general working population especially those on top.  It is easy to read and well written, and you will often find yourself laughing throughout at the witty banter and puns placed throughout the chapters.

            Ringer presents his main principle that he carries throughout the book, known as his theory of reality. In the theory of reality he states, “Reality is neither the way you wish things to be nor the way they appear to be, but the way they actually are. Either you acknowledge reality and use it to your benefit or it will automatically work against you.” This main theory then splits off into the four cornerstones of the theory of reality on which all subsequent chapters will relate. These four cornerstones are:

            Cornerstone 1: In order to settle on a rational course of action (or inaction), one must first weight all pertinent facts in a relative light and carefully define his terms.

Cornerstone 2: No matter how true something may be or how much it may please you, the primary factor to take into consideration is how relevant it is to your main objective.

Cornerstone 3: Given that your time on earth is limited, it makes good sense to aim high and move fast.

Cornerstone 4: Given the apparent ultimate fate of the earth and universe, it is vain and nonsensical to take oneself too seriously.

 

            “The outcome of most situations in life is determined over the long term. The guy who gets off to a fast start merely wins a battle; the individual who’s ahead at the end of the race wins the war. Battles are for ego-trippers; wars are for money-grippers.”

These four cornerstones are then presented to us over the course of his life experiences in the work force as a real estate agent. Ringer refers to himself as the tortoise throughout most of the book in regards to yet another one of his theories, which references the famous children’s story of the tortoise and the hare.

            Consistency, perseverance and resilience are presented as being the three main weapons in the corporate battle against the great intimidators. The intimidators essentially being those individuals above you, or perhaps even next to you, whose ultimate goal seems to be making sure you don’t become greater than they are.

            Overall, I believe Ringer provides an excellent viewpoint from which we should take a look at ourselves individually in regards to leadership and managing. Most of the content is written from the perspective of a real estate agent, which sometimes makes it difficult to relate to. However, I believe that if you push that aside the underlying concepts can fit into any profession or practice. His ideas emphasize survival of the fittest (Social Darwinism). Adjusting and adapting oneself in an environment is key to survival.

            Perhaps it is because Ringer writes from the perspective of a real estate agent, which is often a very solitary job but his plan never really fits into any of the management theories we have discussed.  He strictly focuses on the individual’s role as it applies to their overall success. This idea of Social Darwinism is present throughout, however. He claims that in order to survive you must understand the personalities of the individuals around you, and be able to recognize their strengths and weaknesses. Ringer claims that there are three types of people in this world, all of which he believes are trying to cheat you out of your hard earned money. The way in which these individuals attempt to do this is the only difference among  them.  This could be considered a very cynical viewpoint towards the world, but perhaps one that is well founded from experience. “Instead you would be wise to count on human nature guiding the other person’s actions when the money’s on the table, and in turn rely on your own survival instincts to guard against an attempt to heist your chips,” Ringer says. This he believes is the simple reality of mankind, which he has learned from experience as a graduate of Screw U University.

            The simplest emphasis he makes is one that I believe could have the greatest impact if individuals followed this theory. The bottom line theory, as Ringer calls it, is one that I personally struggle with.  I have a tendency to become over excited about upcoming opportunities and plans, and then watch them miserably crumble in front of me, because of my premature excitement.  Ringer states, “You’re not through until you’ve crossed all the t’s, dotted all the I’s, and the check has cleared the bank. Everything else is fluff.” These are most definitely words to live by.

            I would recommend this book to any public relations student who is looking to gain a little insight into the realities of the “real world,” as we have yet to experience. Although it does not provide a direct approach on how to lead a business, it does provide excellent input on how to lead yourself and change your own attitude in the midst of a seemingly cruel corporate world.

           

 

"Person-Centered Leadership for Nonprofit Organizations," by Lewis & Plas

                    Reviewed by Devin Zimmerman

Person-Centered Leadership for Nonprofit Organizations by Lewis and Plas offers a participatory way to set up a management system that values the individual worker and supports constant development and learning. The book is essentially a case study of Oasis Center, a nonprofit organization in Nashville, Tennessee, that assists troubled teens and their families in situations of crisis. The information in the book is therefore presented in terms of a company which focuses not on sales, but on social-service goals.

            High-stress situations involving underprivileged or distressed individuals such as those facing Oasis Center workers can take a strong toll on employees in the form of burnout. Turnover rates in the nonprofit sector are among the highest because of high-stress factors and internal senses of responsibilities. The person-centered participatory management style presented in the book aims to counteract the phenomenon known as burnout by supporting employees in their professional and personal development as they contribute to the lives of their clients.

            The most important elements to successful self-centered management are: involving workers in key-management decisions, continuous quality improvement, a learning workforce and employee empowerment. The Oasis Center believes in continuous growth and individuality among its workers. This is created by the sincere support of the management and praise on individuals in times of achievement. In the high-stress situations of the Center’s operations, one member of the management team is quoted as saying, “We can’t expect people who are burdened by their employer to give adequate guidance and support to those who are trying to unburden themselves.” In addition, the Oasis way thrives on the fact that every employee is of equal status and it is the front-line team members who are the experts. Thus, almost no decisions are made by the individual and input from everyone is necessary. 

            Oasis Center is made up of eight teams that function to produce highly successful programs to aid the clients. Each team is thought to be of the same importance and each opinion is to be valued to the highest degree. Constructive criticism is welcomed warmly in Oasis Center, and weaknesses are constantly recognized and spoken about in a team-setting. Rarely is a mistake ever considered one of an individual, but rather it is regarded as a downfall of the collaborative team, similar to holding group accountable in new management systems. Brainstorming on ways to repair inefficiencies and to improve the organization is normal, and all staff is expected to attend these sessions.

            Although Oasis Center is a nationally-recognized organization that contributes greatly to the community, its weaknesses are also part of its makeup. Firstly, team members agree that decision-making is very inefficient in this system because everyone is entitled to their unique opinions, which are expected to be shared. Also, the financial dependency of the organization is highlighted as most workers earn average to below-average salaries for their line of work. However, this does not deter the passionate nature of the employees who spend countless overtime hours getting their jobs done. The unanimous opinion in the book is that this form of management embedded in the organizational culture is both self-fulfilling and beneficial to the practice.

            The person-centered style presented in this piece is very different from commonly used management systems such as management-by-objective. Obligations are not given to employees; rather workers are encouraged to develop their own ways to facilitate their position and ways in which they can help their clients. This is completely opposite of the practices used in many for-profit organizations, specifically the scientific management system developed by Frederick Taylor that enforces a specific way to efficiently complete a task.

The fact that this management system was implemented in a nonprofit organization shows that it may not be as well accepted in an environment that aims to produce revenue. Contrary to public corporations, Oasis Center functions with funding from state and local government along with a large grant from the United Way and personal donors. The implementation of a system similar to that of Oasis Center would include a complete change of focus from money-making to employee empowerment and decision-sharing. The inefficiencies in decision-making would not be feasible for a profit making organization and could cause a loss of revenue and support.

In the nonprofit world, the implementation of person-centered management could greatly impact an organization. Teams defined in Oasis Center are indicative of the horizontal structure of “new” management. The idea of the front-line worker as the expert would not only flatter a staff, but it would definitely improve company morale. Disconnections between higher management and other employees serve as a strong disadvantage, especially in high-stress situations. The idea of constant re-evaluation and collaboration in a team setting has the capacity to transform the dynamics of the team, thus increasing the worth of an overall program.

            The techniques presented in this case study can serve as very effective for companies that work in high-stress situations, as they may aid in decreasing burnout like as presented in Oasis Center. Public relations practitioners in a stressful work-culture which requires a total re-evaluation should consider the management and communication techniques introduced in this book. One should consider that each organization is different, and none shall run in an identical fashion to the one studied, and that the success achieved by Oasis Center can be attributed to the attitudes of its members.

            It is also worth noting that the techniques offered require extensive dedication and time, thus they would work better in an organization whose mission is to serve, not to sell. Any nonprofit PR practitioner would benefit from the exemplary practice of Oasis Center, especially in connecting with the crucial board members. The management system would provide a long-term change and improvement of an organization’s morale thus improving the service it can give to the community.

"First Break All the Rules," by Buckingham & Coffman

                        Reviewed by Katy Capers

     First Break All the Rules is devoted completely to managers, calling them to action to break the golden rule. “Treat others how you would like to be treated,” the book suggests, implies that everyone works, thinks and operates the same. Marcus Buckingham and Curt Coffman challenge good managers to become great ones by recognizing that the golden rule is obsolete in today’s working world. Employees do not think the same so managers should not either. The book is not a step-by-step guide on how to become a great manager nor does it provide specific activities for managers to create a successful workplace. Instead, the authors use two research projects conducted by the Gallup Organization to emphasize the differences among the nation’s most effective managers and reveal how they have become successful.

Gallup’s first research project asked twelve specific questions, in a particular order, to hone in on what the most talented employees need from their employer, manager, and work environment. The twelve questions asked included: do I know what is expected of me at work? In the last seven days, have I received recognition or praise for doing good work? Do I have a best friend at work? This last year, have I had the opportunities at work to learn and grow?

The researchers left out questions concerning pay and benefits. They discovered that these issues were equally important to all employees—the good, the bad and all those in between. Armed with these 12 questions and the productivity, profit, retention, and customer service information for 24 companies, the Gallup Organization was able to judge “whether or not engaged employees did indeed drive positive business outcomes” (30). 

Researchers discovered that those who responded positively to the questions were also employees at the companies that had the highest levels of productivity. Surveys within one company but across several departments, however, revealed differing results. Gallup found that it was the employee’s immediate manager—not their pay, benefits, the company’s policies, or senior management—that had the greatest influence on employee opinion. With this knowledge, the organization was able to show that one manager could potentially be the most influential person within a company. The dynamic between an employee and her manager could govern “how long an employee stays and how productive she is while she is there” (36).

In Gallup’s second project, researchers sought to find how the world’s greatest managers find, focus and keep talented employees. If they could do this, the authors reasoned, then the company should benefit as well. Listening to 120,000 hours of tape and reading 5 million pages of transcript, researchers scanned through the answers of thousands of great managers to find patterns. However, their answers displayed little in common and proved that each individual, both employee and manager alike, will always be true to his unique nature. Managers should, therefore, work with the characteristics of the employee and find ways to reach company goals with these qualities.

The authors also challenged conventional wisdom that claims that managers are good leaders and leaders are good managers. While this may be true in special cases, the authors claim that great managers are to look inside the company at individuals, goals, and motivating while great leaders look outside at the competition and to the future (63). Instead of “leading,” Buckingham and Coffman suggested four basic roles that every manager must do extremely well: select the right employee, set expectations, motivate the person, develop the person.

To fulfill these goals, Buckingham and Coffman explain that managers should select employees for talent, not experience or intelligence; define the right outcomes, not the right steps; focus on strengths, not on weaknesses; and help the employee find the right fit, not how to get to the next rung on the corporate ladder (67). 

            Managers should also deal with their employee’s weaknesses without trying to change the person, spend time with their best employees, and cultivate excellent performance by casting people into the right roles. Realizing the complexity of the tasks at hand, the authors do offer their audience a few suggestions in how to best accomplish each.

The management system the authors suggest is similar to that of MBO. They reason that managers will not be able to force all of their employees into the same role. Good managers know that focusing on a specific activity or employee characteristic is futile. In order to have employees perform at their best, they must be allowed to reach a standardized end by non-standardized means. Buckingham and Coffman also suggest that by requiring a certain result but not providing a specific manner to achieve it, great managers will filter out mediocre employees.

Also similar to MBO, the authors suggest four characteristics for a strong performance management routine: simplicity, frequent interaction, a focus on the future, and self-tracking (224). Managers set goals and objectives, but employees must come up with their own action plan, implement the plan, and evaluate its effectiveness. Requiring active employee participation creates a tension in the work environment, and “nurtures self-awareness and self-reliance” (111).

First Break All the Rules seems like an excellent book choice for any individual breaking into the managerial world or for a manager looking to make changes in his current position. While some of the chapters are extremely brief and offer little progression, the concepts and proposals of the book were impressive overall. The authors provide credible research and progress logically from results to solution. The research that was conducted also panned across several types of organizations and industries, proving that their management systems could be successful when applied to all. To a public relations professional, the thorough research is quite appealing. Breaking all the rules and challenging conventional wisdom, the systems provided in this book can allow any public relations professional, managers of every department and employees at every level to excel.

"Our Iceberg Is Melting," by John Kotter

Reviewed by Katie Holcomb 

            Our Iceberg is Melting is a simple fable about doing well in an ever-changing world. The fable is about a penguin colony in Antarctica. Kotter uses the penguin colony to creatively explain an eight step process to successful change. These eight steps are described throughout the story and are effective ways to bring positive change to any situation or organization.

A group of emperor penguins live as they had for many years. Then one curious bird, Fred, discovers a potentially devastating problem that threatens their home. A break in the iceberg could cause the whole thing to collapse and break, costing the colony many lives. However, no one will listen to him. Fred is younger bird and does not have the position to be heard by the rest of the colony. He seeks help from one of the bird on the Leadership Council, Alice. He shows Alice what he has observed and what he thinks the colony should do.  

Once Alice was convinced, they pulled together a team of penguins to help them, Buddy, the Professor, and the Head Penguin, Louis. Under the leadership of Fred, the penguins used their varied personalities and leadership skills to create a plan to coax the colony into a much needed change. Change is not an easy thing and that was shown by some of the colony’s hesitation and disagreement, like one Leadership Council member, NoNo.

The group then spots a seagull flying through the air. They wonder how he survives in this cold weather and why he is alone. The seagull lands and tells them that his colony is nomadic and he is a Scout; he seeks out new land and food ahead of the rest of the group. Fred and the rest realize that if the seagulls can move around and survive fine, then why can’t penguins? The team comes up with a presentation to give to the colony about Fred’s Scout findings and the next step to take. “Are we really attached to this iceberg?” Louis says to the colony. Alice, Fred, the Professor and Buddy all take turns discussing the pros of moving to another iceberg and how the colony is capable of doing this. They begin posting signs all over the iceberg and even underwater in fishing areas. Even throughout bad publicity and rumored dangers, the group stays persistent and keeps trying to convince the penguins.

With help from a kindergartener, Sally Ann, and volunteers, Fred pulls together a group willing penguins to be Scouts and goes on the search for a new iceberg. The whole colony enjoys the day by having a ‘Tribute to Our Heroes Day’ fair, but is still worried about all of the team returning alive. To much surprise, all of the penguins return and the colony rejoices and deems the Scouts heroes. This motivation finally convinced the colony that they could do it and avoid danger.

Scouts began a second search and before long, the colony was on the move. The new iceberg had its ups and downs, but not as bad as they had expected. The winter season passed and the team of five was all given new positions within the colony. As the next season passed, the penguins moved again and kept on living happily as nomads.

Kotter’s ideas in the eight step process of successful change illustrate a clear, concise and easy way to lead a group to change. The eight step process is: 1) Create a sense of urgency. This occurred when Fred told Alice about the danger from the iceberg. 2) Pull together the guiding team. When the team of Buddy, Alice, Louis, the Professor and Fred was brought together, they all brought different and helpful skills to the group. 3) Develop the change vision and strategy. After talking to the seagull, the team realized there was another way to live. 4) Communicate for understanding and buy in. The ice posters, seagull stories and Louis’ speech spread the word about what the group was trying to do. 5) Empower others to act. Little Sally Ann’s desire to be a hero and spread the word of needed help gave Fred confidence to find Scouts. 6) Produce short-term wins. The Scouts succeeding in all returning from their mission will news gave hope to the colony. 7) Don’t let up. The colony continuing to move and not settling on another iceberg kept the search going for bigger and better things. 8) Create a new culture. The colony held on to their new ways of living and never gave up.

The process is like Follett’s collaborative management in the way that the birds needed to work together as a team to make this change possible. Follett believed in democratic leadership in the way that, as a group collaborating, adjustments are made possible to help the leader implement change. Continuous leadership needed to be made to make the move happen. Kotter’s views are similar to some management themes of TQM. The institution of jobs and leadership positions among the group helped the colony run smoothly and reach their goal. Also, MBO fits in with Kotter’s views in the way that the penguins are trying to reach a goal and they will not stop until their goal is met. MBO is about setting and reaching goals and objectives and that is what the penguins were trying to do. They set their goal at trying to find the perfect place to live that does not melt. Their objectives were things like finding a new iceberg in 2 months and to make a home where there is a lot of fish. These objectives were used to try and achieve their goal, which is unattainable since there was no true, perfect place to live.

“Our Iceberg is Melting” is easy and creative way, by using fables, to describe dealing with leadership and change. For a PR student, these eight steps would be helpful to know when working with a team and trying redirect an organization to something new. The eight steps show how working together and taking the right actions can make a great and successful change to your company or organization.

“Beyond the Babble,” by Bob Matha and Macy Boehm

Reviewed by Lauren Rohde

            Lengthy PowerPoint presentations, motivational slogans of the month and long lists of initiatives and priorities are common features of corporate communication, but after sitting through a meeting including one or more of the above, one realizes they are just babble. Once the presentation is over or the slogan is memorized, are people really going to work harder or be motivated to do anything differently? No, because what is said in those meetings does not effectively communicate exactly what the leaders want to be done and instead just adds more confusion. These communication outlets are overcomplicated, and, while they do list specific strategies to reach objectives, they do not speak plainly about how the employees can work to achieve those objectives.

This book focuses on ways to cut through all of the corporate babble and to plainly say what the business strategies actually ask of the employees. Babble is any type of communication that does not actually direct the employees after they hear it, or time wasting activities like motivational meetings that no one takes anything away from afterward. To avoid this, the authors have created an On Strategy approach that tells people what to do and motivates them to act.

“Beyond the Babble” offers a strategy to streamline communication within an organization so the employees can fully understand what management is trying to say. The book teaches an On Strategy approach to simplify communication and cut through the clutter of the typical corporate communication methods. On Strategy breaks down the broad or confusing corporate objectives into the main actions the leaders want their employees to take that will lead to reaching those objectives. For example, saying, “increase customer satisfaction to 98 percent,” is difficult for employees to determine what actions are needed to reach that goal, and instead leaders should say, “always treat customers with respect and do your best to help them,” since the effects of that behavior will lead to the same results. Employees can more effectively follow objectives and reach company goals when they can clearly understand what they are being asked to do.

The On Strategy method is founded on the Action Equation of know + feel = do, meaning, “what people know, plus what they feel, inspires them to take the right actions to execute strategy” (24). Throughout the book, the authors suggest that leaders decide on the main few objectives that they need their employees to follow that will inspire their desired improvements. Limiting the selection of priorities is based on the idea that “People focus well on a handful of priorities, but they lose their way if the list is too long” (16). Then, they want managers to find out what motivates their employees to work at their best performance level and use that passion to drive their production. Finally, the authors encourage managers to look at their extensive corporate strategies and break them down into simple instructions to clearly state what it is that they actually want to be done so employees are no longer confused by what direction their work should focus on. 

            The simplistic approach to management, On Strategy, combines ideas from collaborative management with MBO strategies. The collaborative management approach emphasizes leadership and decision-making as a continuing process, and in On Strategy communication leaders are constantly enforcing the main principles they want their employees to remember when they are working. Once the few main objectives are met and production is improving, then managers can add more objectives it becomes a building process. Leaders are also encouraged to include employees in the decision-making process: “As leaders develop their plans, it’s clearly in their best interest to enable employees to participate in strategy development and decisions about execution” (47). This allows the employees to feel more connected to the strategy and to know how to best carry out their goals and objectives.

The main management theory this model follows is the MBO approach. The authors continuously encourage leaders to cut through the babble and convey the main goals that need to be reached to their employees while not confusing them with complicated business strategies, which follows the MBO strategy to have employees focus on results. This streamlines the thought process of the workers and allows them to confidently make decisions on how to best work toward their company’s objectives. Also, MBO has five management roles, and two of those, setting objectives and motivating and communicating to employees, correlate with the On Strategy approach. Objectives are supposed to be reasonable and simple so employees can easily remember them, which is exactly the point the book makes.

The authors serve as internal communication advisors to clients of Ogilvy Public Relations Worldwide, and the book is full of real-life examples from different organizations they have worked with. In each example, they outline the initial issues the company faced, tell what they recommended for them to do and explain the outcome after their suggestions were implemented. This “learn by example” approach benefits readers since most of the situations the authors faced are relevant and can be applied to any industry.

            I would recommend this book to other public relations students because it emphasizes the importance of simple and concise communication. Our career will be based on our ability to effectively communicate, and this book illustrates the difference between what a leader says and what the employees hear, and there can be a large disparity between the two. The advice offered in this book teaches its readers to think of the main points of their business strategy and to focus on communicating those in the most straightforward way, so employees have a better chance to remember what is asked of them and therefore achieve the company’s desired results.

"Reengineering the Corporation," by James Champy

                    Reviewed by Rebekah Bailey

In his follow up to Reengineering the Corporation, James Champy provides insight for managers on how to follow through and reengineer their management structure in his mandate for new leadership, Reengineering Management. 

 

The book is an overview that gives companies tips on how to re-do their management, shows companies how to begin the process, and demonstrates the benefits that occur from the restructuring process.  Champy argues that for actual reengineering to take place, management needs to be turned upside down and inside out. However it is essential that both occur simultaneously. If reengineering takes place without management or management without reengineering, profit losses, disgruntled employees and unsatisfied customers are likely to follow. The important thing to keep in mind is that reengineering is not a one time thing; it is a process that can quite possibly last the lifetime of a manager. 

 

Champy believes that reengineering requires actions not words.  To actually practice reengineering and for it to succeed, four broad issues should be addressed:  purpose, culture, process and performance, and people.   Concerning issues of purpose, the new manager must ask questions that pertain to reasons why the business exists and why tasks are being done. Issues of culture demonstrate that a company’s entire culture must change for successful reengineering to take place.  Issues of process and performance help demonstrate the point that there needs to be new objectives and new leadership.  Issues of people addresses who the company wants to work with and who they want to employ. In this case, we must switch from thinking people are one-dimensional with one set of talents to instead knowing that they are multi-dimensional, with many talents that can benefit the company in more than one department.  

 

The echoing sentiment throughout the book is that everything must change and whatever you currently do is not enough.  Champy addresses the ideal that managers had in mind through most of the 20th century.  Due to changing circumstances and an ever-increasing global economy, we are no longer in the era of smooth sailing.  There is an urgent need to reinvent management and for managers to be ready for whatever the marketplace throws at them.  This includes changes in customer service and how companies relay information. It is no longer about the person in charge, it is about the person who can help the customer solve their problem, start to finish.

 

Champy does point out that managers are less likely to embrace Reengineering Management because of the loss of control.  They are no longer directly responsible for employees and people aren’t required to report up the chain of command.  This leads to the more important issue that managers will no longer feel important.  It then becomes important for the manger to put personal feelings aside and do what is best for the company. 

 

Champy also provides insight to companies such as 3M, Barnes & Noble and Pizza Hut, demonstrating how it is possible to successfully reengineer the management of a large corporation.  By analyzing these successful companies, it demonstrates how much constant attention and revision is necessary to be productive. 

 

I believe Champy offers a good approach to management and the reasoning he uses is sound.  I question the need to completely revamp a company’s management because I think it will cause more initial harm. Based on companies that achieved the management reengineering, however, I believe there is opportunity for success. This success will come if every manager in the corporation is willing to reengineer the company structure and think in a whole new way.  The likelihood of this happening may be limited because of the selfish nature of humans.  I think the Total Quality Management system is closest to Champy’s reengineering plans.  Both want to enlist part of every employee, both address quality and both focus on the process as a whole.  However, Champy believes that only talking about quality doesn’t do anything, but instead you need to put it into action.   

 

I honestly would not recommend this book to other public relations students.  I understand that Champy is a well-known author and his book is considered a classic, but I thought he talked in circles.  I believe the principles are good; he just needs to convey them better.  I liked the case study chapters, where it was possible to see the reengineering happening in corporations around the country.  It is easier to understand when you can see the process at work.  He also provided insight into the world of managers including their fears and suggestions for implementing this new form of management. 

“The Encore Effect” by Mark Sanborn

                    Reviewed by Caitlin Neglia

 

            Motivational business speaker Mark Sanborn offers his readers plausible ways to achieve remarkable performances in anything that they do. Sanborn defines an “encore performance” as a way of behaving that makes followers, audiences or any other group of people want more. Encore performances can be seen anywhere and performed by anyone; they are not limited to those who hold superior positions in well-known organizations. Sanborn shares many personal experiences including inspirational people that he has encountered in his life, in order to reveal what it takes to perform remarkably and to leave an impression on all of those that you come across on a daily basis.

            One story that Sanborn shares is of a man named Sammy Koenigsberg, a farmer in the small town of Mathews, North CarolinaEvery morning outside of Sammy’s farmhouse lines of people accumulate before 7:00 a.m. Day after day, his faithful fans brave the early morning to buy his carefully grown organic fruit. The way that he conducts his business with such heart and passion is reflected in the amount of dedication and loyalty that his customers show. Because Sammy shows that he genuinely cares about his products and those he sells them to, he achieves the encore effect as they continue to come back for more. This is an example of how ordinary people can achieve great things with the right attitude and work ethic.

            The basic principal behind Sanborn’s theory of the Encore Effect is passion. In order to truly inspire those that you encounter on a daily basis, you need to thoroughly enjoy what you do. Those you surround yourself with, whether it be in the office, at home or in any other place, will be able to tell if you are honestly performing from the heart.  By simply enjoying what you do, you can affect people so much more. Actually showing genuine care and concern when you “perform” will inspire them to perform to their best abilities by making them more confident and motivated to follow your lead.

            Sanborn references a quote from Lao-Tzu that reads, “If you wish to be out front, then act as if you were behind.” This means that you should never act with complacency if you wish to perform at your absolute best. A great leader, and person in general, recognizes that there is always room for improvement and that it is important to constantly be committed to finding ways to improve. It is also important to follow what you believe in, or what you think that others will benefit from. An example used is the case of John Robbins, the heir to the Baskin-Robbins ice cream empire. While the easy route for him would be to continue on in a career that would guarantee a profitable lifestyle, John followed his passion as a spokesman for healthy living and made his career out of it.

            Mark Sanborn offers very simple ways to enhance one’s performance in life. Often, people who aim to achieve success overlook the basic steps only to try more complex things to get ahead. By altering your approach to your work, or whatever you are involved in, in very basic ways, you can enhance your ability to inspire others and to give incredibly performances on a daily basis.

All of the suggestions that Sanborn offers to his readers are very logical. While most of his ideas come across as very basic common knowledge, I believe that he reintroduces methods that people often overlook in the search for success in their busy lives. The book is written in a way that makes “average” people feel that they can achieve greater success in their daily lives. Because Sanborn suggests reevaluating the way you do simple tasks throughout a normal day, his advice is not too intimidating or far-fetched for anyone to follow. He is not just targeting the “business guru,” but identifying with all types of people who perform all types of jobs and routines, whether it is a stay-at-home mother or a business executive.

While I do think that Sanborn’s book has the ability to make the reader feel more positive about their ability to improve their performances, I do not think that I would recommend The Encore Effect to anyone as a way to improve leadership abilities. I do believe that the steps that Sanborn discusses could help someone to be perceived better by others, and become a more influential and inspiring person in general. However, if I were to recommend a leadership book to someone else I would have wanted it to really move and motivate me. I did enjoy the stories he told and the lessons that he learned, but my point-of-view was not particularly challenged and no innovative ideas or theories were introduced. Because it is obvious in his book that Mark Sanborn is very passionate about what he believes, he would probably be a very inspirational person to see live while speaking. However, his sole passion for what he writes in his book was not enough for me to ask for an “encore performance.”

 

“Public Relations Leadership Strategies” by Helen Ostrowski, et al.

Reviewed by Courtney Haughey 

            Public Relations Leadership Strategies is written by leading CEOs in the public relations industry and gives insight into the preferred leadership qualities and management styles of different public relations agencies.  Divided into eight sections, each CEO offers their perspective on leadership and success within their public relations agency.  The eight CEOs are Helen Ostrowski (Porter Novelli), Andrew Cooper (CooperKatz & Company, Inc.), Bob Hope (Hope-Beckham, Inc.), Richard H. Grove (INK, Inc.), Joe Allen (Allen & Caron, Inc.), Mark Irion (Dutko Worldwide), Molly M. Miller (Engage PR) and Rita Brogan (PRR, Inc.).

            Despite the differences in the types of agencies, most of the CEOs made a point to mention that client satisfaction and a healthy client-agency relationship is one of the most important issues of a public relations agency. Helen Ostrowski mentions that practitioners in public relations must be credible and open to maintain the trust of clients, and Bob Hope states that having trust between the client and the agency is the key factor in keeping a healthy relationship.  Many of the sections discuss how constant and direct communication between the client and agency is a must, and Andrew Cooper strives to keep senior-level employees in contact with the clients. 

            The majority of the CEOs also spend a great deal of time discussing skills and leadership qualities of individual practitioners, teams and CEOs.  Helen Ostrowski stresses open and honest feedback from her leadership team, along with the ability to stay focused on the task at hand and the ability to work well with other members.  Bob Hope and Andrew Cooper point out that good writing skills and oral communication skills are important qualities of a public relations team, along with good social skills.

            Aside from the previously mentioned topics, the CEOs discuss other interesting subjects such as challenges that CEOs might face, approaches for taking agencies global, characteristics of successful agencies, and personal stories and experiences gained while working in the public relations industry. 

            While the book does not focus on one specific type of management, it does give an interesting account on how these CEOs manage their agencies and what they believe is most important regarding the success of a public relations agency.  It is helpful to see what each CEO values within their agency, but the sections are short and not a lot of time is dedicated to discussing management styles in detail.  Therefore, while one cannot judge if these approaches are the best for each given agency, it is helpful to see examples of different management and leadership techniques within the public relations industry.  Following are a few examples of management characteristics briefly discussed in some of the sections.   

            Mark Irion, at Dutko Worldwide, does not believe in an extreme hierarchical approach, but rather in a horizontal one where all practitioners in the agency take equal responsibility and each commit to the agency’s mission.  This type of management would fall most closely to the category of “new” management.  Since this type is definitely not one of the more traditional styles of management, it would be interesting to hear the opinions of the employees working within this system and their feelings of the horizontal approach.

            Molly Miller, founder and principal of Engage PR, stresses the importance of setting goals and establishing plans to attain those goals.  For her, it is essential for any organization, agency or business to create and evaluate a plan.  From the details given in her section, one could assume that her management style would match most closely with that of MBO.  This management style puts a great deal of emphasis on the establishment of goals, objectives, and tactics.  It would have been beneficial for Miller to include an example of previously set goals and objectives, along with the tactics that the agency used to attain those goals.

             For Irion and Miller, as well as the other six CEOs included in the book, including more detail into the management and leadership styles of the agencies would be beneficial, especially for those readers who are new to the public relations industry or agencies in general.

            Overall, this is a great book for anyone, especially students, who may be unfamiliar with the agency side of public relations and wants a quick, inside account of a variety of different types of public relations agencies.  The book gives the reader a chance to learn from top CEOs which qualities and skills are most important in the public relations industry.  While it could still be an interesting read for those already in the industry, if the sections on management style had been more thorough, it could have been used as a resource for those practitioners who may be looking for guidance within the topics of management and leadership styles.  For those seeking in-depth descriptions and accounts of management styles, this book may not be the best option.  In summary, while it does touch on management and leadership techniques, it does not give a full account of the management styles of these eight agencies. 

                                   

            

"Blink," by Malcolm Gladwell

Reviewed by Elizabeth Nephew

“Blink” by Malcom Gladwell is about rapid decisions made in the unconscious versus decisions made from extreme analysis. Gladwell uses multiple anecdotes to convince the reader that intuition, quick judgment, and gut feelings can produce valid outcomes. As one example, Gladwell introduces Paul Van Riper, a commander in the Marine Corp, who managed his battalion during the Vietnam War with old fashioned drills and war strategies. His battalion was trained to the core; actions were second nature. This tactic was necessary years later when the Pentagon conducted a war game and placed Van Riper as the rogue leader of a terrorist organization. The Pentagon was testing technologically advanced equipment to prove it would assist the Marines in knocking enemies off the map. Van Riper’s team quickly defeated the opposition without technology and analysis. He did not need tremendous amounts of data to fight a war; all he needed were tactics and plans which came from his extensive training and unconscious. Gladwell argues that the unconscious mind immediately deciphers data and can arrive at successful outcomes, while research and analysis can confuse simple decisions.

These split second unconscious thoughts can be wielded into trusted judgments through training the mind and becoming an expert on a subject. Gladwell argues that thin-slicing, judging from a moment’s interaction, can be more successful than analysis. Analysis provides information but not always understanding. In Van Riper’s story above, Gladwell demonstrates that Van Riper’s unconscious helped him win the game while the other team continued to analyze the multitudes of information which provided more confusion. In some situations, research and analysis are critical, but this should be used in accordance with instinct. Both are integral parts of the decision-making process.

            While Gladwell supports decisions based on snap judgment, he also presents cases that exemplify misjudgment. Gladwell admits that there are times when prior discriminatory thoughts cloud the intuition of the unconscious. Judgments based on physical appearance seem to be one of the main causes of erroneous decisions. An example in the book includes the benefit of height for presidential candidates, but a candidate’s presidential appearance does not correlate with success. 

Stress also disables the unconscious’s ability and renders one without sound judgment. Stress immobilizes the unconscious part of the brain that is aware of the nuances that explain a situation. The book’s example includes the story of Amaduo Diallo who was killed by undercover police patrolling at night. The police thought Diallo looked suspicious and pursued him. Diallo tried to throw his wallet to the police, which he perceived to be attackers. The stress of the situation caused the police to misinterpret Diallo pulling out a wallet as pulling out a gun. They then continued to shoot him 41 times. In this case, the police were not trained to think calmly during stressful situations. Gladwell believes that people can train their minds to function in these situations to make snap decisions more successfully.

     Gladwell offers a good approach to decision making in management systems if coupled with research. Most defined models would find it impractical to base business decisions solely on intuition. Management by Objectives (MBO) and Total Quality Management (TQM) each theorize different ways of arranging departments, dividing work, and developing processes.  “Blink” states that vital decisions should be made by snap judgment, while analysis works for decisions of minor importance. The dilemma with this decision-making process is that most managers using these models would not rely solely on gut feelings for fundamental business plans.

The goal of TQM is to focus on the long term quality of the product through higher standards of excellence and improving every aspect of the company, from employee training to the dedication of managers. Naturally, a company looking for complete quality cannot easily credit fundamental decisions to manager’s intuition. Management by Objectives offers a model based on organized tactics, objectives and goals.  Both “Blink” and MBO focus on measuring employees and the company by results and not by personal characteristics or attempts, but any company that has outlined every aspect of a strategy for achieving goals will not be inclined to overrule analysis with snap judgment. These decisions are not easily explained to employees, shareholders or customers.

In contrast to the previous models, New Management could allow the use of snap judgment. With a decentralized system divided into teams, the environment has the potential to be open to gut reactions and intuition. The business model promotes equality among employees, so everyone’s opinions are valued. The problem that persists is if everyone’s intuition is different. “Blink” does not discuss this question in depth, so each business would need a plan to counter the potential problem.

One of the main points of “Blink” is that research overanalyzes or incorrectly analyzes what people think they want. Public relations experts must weave through data and determine successful promotions. An example the book presents is the Aeron chair, an aesthetically unappealing chair designed specifically to be ergonomically correct. Research concluded that it would not sell, but soon the chair became popular for its revolutionary design. Gladwell speculates that survey participants were unable to decipher between loving and hating the innovative style. In public relations, research can provide numbers to back decisions, but the riskiest public relations programs sometimes are the most successful.

The concepts of “Blink” are too risky for most business models, but I recommend this book for a public relations student. According to Gladwell, snap decisions are best made by experts who have studied a subject in depth; the subject becomes a part of their unconscious. Public relations often focus on analysis of research, but part of being successful includes making inventive promotional decisions that could command the public’s attention. After studying public relations and pop culture, one will know the target audience and have an unconscious idea of what will succeed. Some promotional decisions need to be made quickly to be relative, and gut reactions will be necessary. Gladwell unlocks the importance of the unconscious mind and ensures it can successfully guide the decision making process.