Onward Book Review - Will Linto

Schultz, Howard, and Joanne Gordon. Onward: How Starbucks Fought for Its Life without Losing Its Soul. New York, NY: Rodale, 2011. Amazon. Web. 28 Jan. 2012.

Onward: How Starbucks Fought for Its Life without Losing Its Soul describes a great corporate comeback from America’s recent recession. Howard Schultz, Starbucks founder and CEO, co-wrote the book with Joanne Gordon. Onward begins with a situation most businesses wouldn’t consider. On a Tuesday in February 2008, Starbucks closed all locations for an employee training program, which helped Starbucks perfect its product and customer experience. From this point, Schultz backtracks and describes the history of the organization, from its founding to the present turmoil.

Schultz resigned from his CEO position in 2000 but was still involved as Starbucks’s chairman of the board. During this time, the company established itself as a premier coffeehouse and focused its efforts on growth. The company opened thousands of new locations worldwide within just a few years. This emphasis on growth and comps illustrates why Starbucks began to fail: the company sacrificed its core principles for increased profits.

When Schultz returned as CEO in 2008, he returned to a failing company. He attempted to revitalize the company, helping Starbucks executives and employees find passion in their jobs. Schultz describes the challenges he faced and how he and his team overcame each one by implementing change without compromising their respect for people and the environment. Starbucks crafted a seven-point transformation agenda, helping to realign the company with its initial values, and created a new mission statement in an effort to become successful again. Ultimately, this book explains Starbucks’s effort to rebuild a company that “inspires and nurtures the human spirit – one person, one cup and one neighborhood at a time.”

Reading Onward, it’s not difficult to see why Starbucks became successful under Schultz’s leadership. His intuition guides his decision making and frequently proves his instincts correct. During the restructuring, he made tough choice that were often unpopular, like giving consumers an outlet to critique Starbucks at mystarbucksidea.com. However, the website gave the company ideas that contributed to its comeback. Schultz states he doesn’t believe in one recipe for success. However, he says, “I do think effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along.”

I firmly agree with Shultz’s approach to management. His refusal to reduce the employee healthcare plan is reminiscent of class discussions on ethics. As the CEO of Maiden Mills recognized, some of a company’s most valuable assets are its employees. Schultz shows he values Starbucks employees by refusing to reduce their health plan, which includes coverage for part-time employees. He also showed his commitment to the company’s stakeholders by retraining management and baristas instead of just issuing layoffs. Shultz made an effort to fix the problem, not just find a temporary solution.

Leaders should also have vision. Because of Schultz’s vision, Starbucks reclaimed success, which is akin to Steve Jobs’s return to Apple. To return to the vision Shultz originally established for Starbucks, he organized a company-wide volunteer effort to assist New Orleans after Katrina hit. He fostered additional socially responsible initiatives, like purchasing Fair Trade coffee and building green stores, to emphasize the company’s commitment to its supporters and not just to its profit margins.

Onward is a great read for PR students, especially those interested in corporate social responsibility. Within these 350 pages, Schultz discusses crisis communication, business planning and other communications issues. In many ways, this book represents an abbreviated case study. More importantly, the book highlights responsible management and sustainable business practices, demonstrating how companies can succeed without devaluing employees and global resources.

Revised Book Review

Reanne Gloria Jen

ADPR 5910

Lariscy

2-29-12

Barsh, Joanna, and Susie Cranston. How Remarkable Women Lead: the Breakthrough

Model for Work and Life. 1st ed. New York: Random House, Inc., 2009. 1-355.

Print.


Summary

In How Remarkable Women Lead, author Joanna Barsh writes about the development of the Centered Leadership Project. For the project, she interviewed women leaders from different countries, backgrounds, ages and careers. From information she collected, Barsh developed a leadership model based on traits and aspects all the women leaders had in common. The leadership model describes women leaders in the context of their roles in society, and the model seeks to keep individuals on their paths toward leadership by helping them grow. The components of Centered Leadership include Meaning, Framing, Connecting, Engaging, and Energizing.

The book thoroughly discusses these components. Meaning, the first component, is the central trait for leaders that guides them to a high level of commitment. Meaning in leadership allows an individual to have purpose in one’s goals. This produces happiness, which motivates individuals and leads to higher productivity of work, creativity, effectiveness, and passion. Barsh describes Meaning to be the third level of happiness, where satisfaction endures and goes beyond an individual’s need to be recognized for their goals. Framing reinforces meaning. The book teaches that framing optimism around the conditions of one’s life helps one move forward in a goal by breaking barriers of low mentality. Framing also helps individuals adapt to difficult situations with greater resilience. Connecting, the third component of Centered Leadership, emphasizes the importance of having diverse networks of connections. Engaging puts all the previous parts together. It is a leader’s characteristic of facing fears, making things happen, and choosing to act on opportunities that may have risks. Finally, Energizing describes the work-life balance in a leader. Energizing allows a leader to find different sources of energy throughout life and to minimize strains by creating habits and tactics for resilience and recovery in daily work.


Analysis

Overall, I think that Barsh’s approach to leadership is a good one because it recognizes every individual’s differences and is able to take one’s experience and put it in context of the Centered Leadership model. The model cannot be compared to management theories, as it focuses on individual success, rather than organizational success. However, it can be applied to management theories, as a good leader can fit into management roles of these types. For example, Centered Leadership digs deep into the surface of Management by Objectives by pushing leaders to have a personal Meaning behind their objectives, to align them with the organization, and to get workers to do the same. Maslow’s Self-actualization Theory of Management supports Meaning, as it explains that leaders who work to achieve their purpose in life lead happier lives and are more influential leaders. Barsh’s model can be found in Follett’s Management Theory, as the component of Connecting explains that leaders who work side by side with their team are more effective. Also, much of Deming's 14 Points, such as driving out fear and self-improvement, coincide with Engaging and Energizing, respectively. In all, Centered Leadership is well structured and can work in any type of management, depending on who the individual is, as long as the person’s personal purpose relates to the management job of the organization. On that point, every other component of the model is built.


Recommendation

I highly recommend this book because it spotlights women’s leadership and places it in context of gender differences and biology. It’s very detailed in explaining each component of its model, featuring real life stories of women leaders. I especially like this book because it focuses on the diversity of women and takes on a global approach. The book also is proficient in providing hard evidence, statistics, and methodology to back up the components of Centered Leadership. I recommend How Remarkable Women Lead to all women because it definitely challenges an individual to think about leadership in a different way.

Bianca Strosnider - Book Review

Management Book Review – Bianca Strosnider

Main Points Summarized:

Decent People, Decent Company is a management book written my Robert and Carolyn Turknett, a married couple who specialize in management training. The authors separate the book into three main sections each referencing necessary qualities for good management.

“Integrity – The Nature of Character” discusses the need for character, culture and change. The authors discuss how the leadership style used by upper levels of management will influence the work environment. It is also emphasized that people who believe in themselves are more positive in the workplace and accomplish more. The authors also discuss the Leadership Character Model, which highlights the importance of integrity as the foundation of leadership. Leaders are told to take others into account when making decisions.

“Respect – The Will to Understand” has subsections of empathy, emotional mastery, lack of blame, and humility. These four chapters focus on the importance of a leader understanding others, controlling their own negativity, understanding that blaming others is not as effective as fixing a problem at hand and accepting that attributing success to the whole team and process is more important than personal gain.  

“Responsibility – The Power to Act” has four subsections of accountability, courage, self-confidence and focus on the whole. These sections demonstrate to the reader that taking responsibility for one’s actions, having the courage and confidence to act and focusing on the big picture of a project will create a more successful team and outcome.

Overall, the authors focus on the need to be considerate of employees’ needs and wants and the necessity of assertiveness as a leader to be successful.

Is This a Good Approach?

Throughout the book, the authors referenced the Theory X and Theory Y management approach multiple times. Theory Y was promoted since both Robert and Carolyn found this theory to be much more personal, encouraging and less autocratic. They believed that in order for employees to reach their full potential, they must feel as if their work and efforts are recognized and appreciated, and therefore, they would have the desire to continue to do well and improve.

This book contained different aspects of good management more than one solid theory, but in these recommendations were all excellent tools for leaders. Each chapter offered an anecdote to accompany a trait of good management, so any reader would clearly understand what the authors meant and could relate that trait to the workplace. Also, the anecdotes were related to various types of jobs, from grocery store workers to high-level positions in corporate offices. This demonstrates the versatility and legitimacy of their ideas.

The relational aspects of this book are most similar to the Theory Y system of management in that management is encouraged to recognize and acknowledge employees’ work and accomplishments. This brings about good managerial-employee relations and affirms that employees are appreciated. The communication aspect of this book can be related best to the Learning Organization model, as both theories encourage communication and feedback to better the organization and workplace.

Would I Recommend This To Other PR Students?

I would recommend this management book to other public relations students. Many public relations practitioners must work in groups for most of their career, and this book shows not only effective ways to lead a group but also shows useful ways to work in groups as an employee.

Also, the emotional and action sections are relatable to a public relations leader. The importance given to empathy, mastering emotions, taking responsibility for one’s own actions and focusing on the whole are especially important for public relations while creating plans or launching a new campaign for an organization.

Turknett, Robert L., and Carolyn N. Turknett. Decent People, Decent Company: How to Lead with              Character at Work and in Life. Mountain View, CA: Davies-Black Pub., 2005. Print.

Callie Walker

Michelli, Joseph A. The Zappos Experience: 5 Principles to Inspire, Engage, and Wow. New York: McGraw-Hill, 2012.

"The Zappos Experience"

Zappos is an online retailer that that has become famous for its innovation and unique approach to business. The company began in 1999 as an online shoe store, but quickly expanded its merchandise to include clothing, eyewear, accessories and much more. Throughout a 10-year period, Zappos grew from practically no sales to more than $1 billion in annual sales, despite minimal advertising. The company has even been listed in “Fortune” as one of the top 10 best places to work. In his book “The Zappos Experience,” Joseph Michelli examines the company’s approach to business and the unique management techniques that make Zappos one of the most successful online retailers of our time.

Though Zappos uses a variety of methods to achieve growth and success, Michelli divides the company’s business approach into five main principles. The first principle Michelli outlines is the company’s desire and ability to serve a perfect fit. Zappos seeks to find employees who share the same core values as the managers. When employees share the same values as their leaders, those values are more likely to be expressed through excellent customer service. The second principle of “The Zappos Experience” is to make business effortlessly swift. Reducing customer effort will undoubtedly increase customer loyalty. The third principle Michelli identifies in his book is the ability of Zappos to step into the personal. Zappos views its customers as more than just wallets with legs and creates service experiences that form life-long customer relationships. The fourth principle of “The Zappos Experience” is to stretch. Zappos stretches the talent of its staff by offering monthly classes and training. The fifth and final principle Michelli identifies is referred to as “play to win.” Zappos creates a fun work environment for long-term employee pleasure. Employees who have fun on the job tend to be more creative and productive.

“The Zappos Experience” offers an excellent approach to management and leadership. In fact, many of the management techniques Zappos uses reflect techniques we have discussed in class. For example, Zappos seeks input from each of its employees and takes action on various employee suggestions. According to Michelli, great leaders seek input regularly and act on what they hear. This management technique reflects Mary Parker Follett’s idea of Collaborative Management. Collaborative Management focuses on collective decision making rather than executive decision making. Zappos encourages communication throughout the entire organization instead of just having the top five percent of the company make all of the decisions.

Another management concept Zappos employs is the theory of Maslow’s Hierarchy of Needs, which can serve as a framework for understanding employee commitment. Self-actualization is listed at the top of the Maslow’s pyramid and refers to the human desire reach one’s full potential. Zappos understands the concept of self-actualization and actually helps its staff members grow and develop personally. The company has a “dream manager” who helps employees achieve personal, non-work-related goals. Zappos understands that some people are less motivated by compensation and more motivated by recognition and a genuine interest in their aspirations.

I would highly recommend “The Zappos Experience” to other public relations students for a variety of reasons. Although not all businesses are the same, the successful methods that Zappos employs can be replicated and perfected by a wide variety of other companies. In addition, the lessons taught in the book can also be applied to the personal and professional development of people. Professionals at every level can embrace the techniques outlined in “The Zappos Experience” to improve themselves and the companies they work for. Ultimately, the Zappos lessons will teach public relations students how to become better workers and even better leaders.

Management Book Review

Anna Kathryn Sanford

ADPR 5910

Management Book Review

2/13/2012

Finney, Martha I. The Truth about Getting the Best from People. Upper Saddle River, NJ: FT, 2008. Print.

Summary

Martha Finney’s “The Truth about Getting the Best From People” is definitely a book every manager needs to read.  The book is organized into mini chapters each focusing on a different truth about becoming a great manager and motivating people to do their best.  Throughout the book Finney focuses on three major aspects of being an effective manager: the employees, the workplace, and the individual manager.

  First she discusses the truth about managers themselves.  She states that managers must lead by example. According to Finney, if a manager is going to be successful in getting the best out of his or her employees he or she must first expect nothing less than their own personal best.  A manager must lead by being authentic and earning their employees trust and respect.  Only by achieving these three goals can managers hope to inspire the workforce they lead to success.

  Second, Finney discusses the most effective ways to motivate workers to do their best by recognizing them as individuals, praising their strengths and encouraging them to improve their weaknesses.  Finney does not give a specific leadership formula but instead explains that the best leaders get to know their followers and then derive their leadership style.  This means that the best leaders know the way in which their followers need to be lead.

  Finally, she outlines the best way to build a positive and passionate work force with loyal employees.  Finney’s main idea is that the work place must be a safe environment where employees feel that they can come to the manager with new creative ideas and be heard. 

Analysis

Throughout the book Finney emphasizes the importance of each individual in a team in the success of the organization as a whole.  I think this is an extremely important concept.  By emphasizing the importance of the individual the manager is forced to look at his employees in parts.  In this way a manager can see both the employees strengths and weaknesses.  This will allow him or her to make important decisions on his or her leadership style as a whole.

I think this approach to leadership that Finney outlines is very effective and coincides with other successful management styles we have discussed in class.  For example, Follett discusses the importance of working together as a collective group in her Collaborative Management Theory.  This theory coincides with Finney’s ideals of the importance of each individual member of the group working together to achieve a common goal.  Specifically, often the best leaders are those that understand the importance of versatility, individuality, and change in leadership style when the occasion arises. 

Recommendation

I would definitely recommend “The Truth about Getting the Best From People” to other Public Relations students.  The book outlines many of the current ideals about effective management that we have reviewed in class.  The fast paced straightforward style that Finney uses in writing makes the book very interesting and easy to understand.   The book also highlights the importance of individuals, passion, and creativity, which I believe are vitally important in successful management.  Today these ideals are often given a backseat to organization and authority.  Finney’s refreshing perspective on the whole idea of management helps the reader to think outside the box and will definitely help shape highly effective, passionate, and inspirational managers in the future. 

Kaitlyn Greening

Kaitlyn Greening

ADPR 5910

Hagstrom, Robert G.. The NASCAR way: the business that drives the sport. New York: Wiley,

1998. Print.

“The NASCAR Way”

Robert G. Hagstrom’s, “The NASCAR Way,” takes an in-depth look into the business

that drives the sport. From its original roots on a cow pasture in Stockbridge, Georgia, to

becoming the ultimate family-owned business, NASCAR has transformed into the main course

for corporate America’s appetite. Hagstrom discusses the sound just as bit as powerful as

the 700-horsepower v8 engine racing around the track. It is the sound of pure capitalism- the

hardworking reverberation of a business. “The NASCAR Way” provides a refreshing insight

into the business and investment opportunities behind stock car racing.

“The NASCAR Way” emphasizes corporate sponsorship as the backbone of the sport. As

the fastest growing sport in the country, Hagstrom explains why dozen of fortune 500 companies

have boarded the NASCAR bandwagon. Companies such as Tide, Gatorade, Coco-Cola, and

The Cartoon Network all use NASCAR as an efficient marketing resource. Corporations are

able to take the ultimate role in advertising by sponsoring a team. Cars are used as a blank

canvas to solicit the corporation. Moreover, Hagstrom stresses how PepsiCo, RJR Nabisco,

Unocal Oil, and Anheuser-Busch have begun renting out corporate suites during the races. Not

only to provide hospitality to NASCAR fans, but to sell to a targeted audience.

NASCAR is a proclaimed family business, beginning with its father, “Big” Bill France. Since

1948, NASCAR has been passed down to each successor of the France name. Big Bill serves

as the ultimate legacy for NASCAR, as his precedents he set are the basis for the phenomenal

business success NASCAR has experienced. Hagstrom emphasizes the stable leadership of the

sport. It is the leadership that allows NASCAR to possess such powerful proficiency.

After analyzing “The NASCAR Way,” the audience can assume it makes excellent

observations into the world of business management. Its focus on corporate sponsorship

supports the notion that corporations emphasize their name more than their actual product.

Corporate sponsorship is received with gratitude, as it works in favor of both the business and

the corporations. It is this sponsorship that is the most efficient tool for corporate advertising.

Moreover, Bill France exemplifies the key qualities of a proficient leader. It is vision, passion,

integrity, trust and a desire to keep pushing for more that contributes to NASCAR’s progress.

The France family does a good job at integrating both the “leader” and the “manager” into one

role. It is from the family-oriented values instilled in NASCAR. Moreover, “The NASCAR

Way” greatly incorporates Elton Mayo’s idea of the Hawthorne Studies into its management.

The France family gives extensive attention to all aspects of its family- crew members, office

holders, the fans, etc. NASCAR also shows effective use in collaborative management.

Although the sport is privately owner, the France family uses team-work and input from all

levels in the vertically-structured organization.

A component that is not regularly mentioned from a managerial perspective that NASCAR

has tapped into is emotion. NASCAR uses emotion as a business tool, while still respecting

it. Like all businesses should, NASCAR puts its customer relations as a top priority. The team

recognizes that the only way to continue growing is a loyalty to its fans.

“The NASCAR Way” is highly recommended to be read by other students. Hagstrom

surprises the reader with points that are not stressed as much as they should be when it comes

to managing a business. Not only does it provide great insight into a business, but it keeps the

reader engaged with interesting history and high moral values. The reader will be presently

surprised about NASCAR’s lack of corruption in-part to its private ownership. It is easy to agree

with its emphasis on teamwork and its strategic planning that drives the business. NASCAR

shies away from Taylorism, and although many businesses apply vertical organization,

NASCAR uses its horizontal organization positively.

Dana Cox

The Arbinger Institute. “Leadership and Self-Deception”. San Francisco. Berrett-Koehler, 2010. Print.

Summary:

Leadership and Self-Deception is a book that outlines principles for leaders of all organizations to follow in order to achieve results and therefore success. The principles can be applied in a company, family or organization. The main points are given in the form of a story, of a person named Tom who just began working at a company called Zagram. Tom is pulled into a special meeting with an executive named Bud, who teaches him about “the box” and how self-deception and justification hinders ones goals.

Main Points:

What is the box and how do people act when they are in the box?

Self-deception is the way that one gets into the box. When you’re in the box, you have a closed perspective, are deeply resistant to any suggestions and are blind to the fact that you have a problem.

How do you get into the box? Self betrayal= self justification

We get into the box from self-betrayal. We betray ourselves with decisions and behaviors in our lives. Once we betray ourselves, we seek justification in our decision by blaming others and finding flaws in them. When you’re in the box, you blame others. And when you blame others, you invite them to be in the box.

How do you get out of the box?

“In the moment we cease resisting others, we’re out of the box---liberated from self-justifying thoughts and feelings”. The book explains that once you have the thought to be “outside the box” towards someone, you’re already out. You have to honor the people right before your eyes as people, not as objects.

I think the author does an awesome job of communicating the main points about “the box” where any reader can comprehend them. The storyline also made it an interesting read. The examples that were used such as with their spouses, the children and with their co-workers are situations that anyone could relate too. The author(s) also do a good job of providing diagrams to explain certain principles. This also makes it easy to use the book as a reference tool because you can flip back through the book to find certain diagrams and main points.

I think the book directly correlates with the MBO management model we’ve learned about in class. It focuses on not just doing and saying things because as a leader you have to, but communicating and creating tasks that will keep the organization or company out of the box. They completely believe that the best way to see results and keep motivated employees is by treating the employees like humans, and not like objects. When they are objects, it relates to the scientific management theory, seeing everything as a system or assembly line.

I would definitely recommend that any student read the book, PR major or not. Some students may not think that it is applicable at this time in their lives, but when in a workplace it would definitely be beneficial. All student leaders would be able to relate and put into practice the management strategies explained in the book.

Angelene Crosswell: Book Review

Angelene Crosswell

Book Review: “Different: Escaping the Competitive Herd.”

February 14, 2012

Moon, Youngme. Different: Escaping the Competitive Herd. New York: Crown, 2010. Print.

A couple weeks ago I found myself at Barnes and Noble, staring down the management section with no clue where to start. I usually pass by management sections, assuming they are filled with dry textbook-like lessons. So, I decided to choose a book in the worst way possible: by its cover. After pulling out several books with fancy awards pasted all over the front or featuring a company’s logo, I finally decided on one with a fairly plain cover, entitled “Different: Escaping the Competitive Herd,” by Youngme Moon.

            “Different: Escaping the Competitive Herd” is exactly what the title suggests: a book about how to be different. Moon filled her book with personal anecdotes that she used to introduce topics and make complex ideas easier to digest. Despite it almost seeming like a self-help book at times, it contains important lessons for companies on how to differentiate themselves from their competition. Moon believes that most businesses have fallen into a rut and that business professionals need to “begin letting go of some of the things that they have come to regard as the best practice.” The rest of the book expands upon this central theme.

            Moon described the competitive herd in relation to a class she taught. She described an instance when she graded a project using a rubric with categories such as creativity, analysis and presentation. She noticed that on all subsequent projects her students focused on improving their weaknesses and began to ignore their strengths. She noted that this trend also exists in the business world. Businesses find their weaknesses in comparison to their competition and attempt to improve these areas. But, when businesses try so hard to improve their weaknesses, their strengths sit on the back burner, resulting in a market flooded with almost identical, average products. This creates a herd. While it may prevent companies from falling behind, it also stops them from standing out.

            Moon highlighted three types of companies that actually achieve standing out from the competitive herd: reverse-positioned brands, breakaway brands and hostile brands. Each of these takes a distinctive approach to differentiating themselves. While Moon does not identify with any single management theory, many of her views align with Mary Parker Follett’s collaborative management. Both Moon and Follett believe that a scientific approach to management is ineffective and companies should value innovative thinkers. Moon’s views also relate to the Hawthorn studies because she considers creativity an asset in need of cultivation through attention and encouragement.

            Moon views management in a different way than most people, but she makes several strong points throughout the book. It offers an interesting approach to management and if more companies chose to use it, the consumer market would be much more exciting. However, with more excitement comes more failure. She only briefly mentions that if companies don’t follow the herd, they are more likely to die. Although she lays out obvious benefits to being different, I doubt many companies are willing to take the risks necessary to escape the competitive herd.

            I'll admit, when I was told that I had to read a management book, I was skeptical. I hoped that the simple cover indicated an easy read so I could finish it as quickly as possible, but "Different: Escaping the Competitive Herd" greatly exceeded my expectations. Moon related business practices to everyday life and provided a variety of interesting examples to illustrate her concepts.  While I think it should be categorized as marketing rather than management, it was a compelling read and I'm confident that it will affect me in my future with public relations. 

Maddie Rideout

            Madeline Rideout

ADPR 5910

2/14/2012

Spector, R., & McCarthy, P. D. (2005). The Nordstrom way to customer service excellence: a handbook for implementing great service in your organization. Hoboken, N.J.: John Wiley & Sons.

The Nordstrom Way

“The Nordstrom Way” is an example of what any aspiring great business can learn from a store focused solely on one thing, the customer. The founding family believes you need to be humble in order to do service, a word one would rarely hear in a business.  They have earned their renowned reputation through their excellent customer service practices. “The Nordstrom Way” describes its principles as the inverted pyramid. The book is divided into three parts: What Managers Can Do, What Supervisors Can Do, and What Employees Can Do to Create Nordstrom Style Service.

 Part one looks at how managers can create an identifiable culture.  They spread the culture of service throughout the organization and to all new employees.   Starting by rewarding outstanding acts of customer service. This serves as reminders of the level of service the other employees should aspire.  Another example of how Nordstrom’s managers value their employee is that they promote from within.  Nearly all corporate positions come from employee’s who started on the sales floor.

Part two teaches how supervisors create an atmosphere. Starting with their #1 strategy, hire the smile.  Nordstrom believes that they can train excellent sales people but they cannot train someone to be nice. This allows employees to learn the entire system from the bottom up. That is why they focus hiring on genuinely nice people with the value for customer service.

Finally part three details those giving customer service, including maintaining personal relationships as well as encouraging teamwork. Nordstrom employees believe they are not just selling a men’s suit they are selling a relationship.  

The Nordstrom way offers an excellent approach to management by promoting employees from within.  As we learned in class about Mary Follet’s Collaborative Management Theory which focusing on leaders being born naturally in a group. I think Nordstrom focuses on this theory especially by promoting from within looking at which employees truly stand out as leaders within their coworkers.

Another aspect of the book in regards to management practice is how Nordstrom keeps its employees motivated.  By using commission-based salaries and achievement rewards Nordstrom continuously keeps employees driven to achieve the highest of standards.  This practice follows closely with the Hawthorne Studies of Elton Mayo; by motivating their employees by singling tem out and creating a strong relationship between managers and workers.

Although The Nordstrom Way offers a great approach to setting customer service standards and motivation to it’s employees, not every company can implement it.  Many businesses across the board would go bankrupt by simply going to the extremes to please customers as Nordstrom does.  The truth is that Nordstrom has succeeded by serving people who are willing to pay extra for excellent service. The other flaw in the Nordstrom method is the reality of competition in the work place that could potentially turn negative, and sometimes unrealistic expectations for employees.

Public Relations students could more certainly benefit from reading The Nordstrom Way. Great customer service is public relations. Public relations use customer service to build loyalty with their clients. Especially in these economic times it is even more important for public relations companies to focus on keeping customers than gaining a new ones. Public relations is all about dealing with the public, so by using customer service companies are creating a better more positive image for themselves. It’s important for public relations students to learn the ins and outs of good costumer service as it provides to public relations. 

Hailee Sosnowski

Hailee Sosnowski

Book Review

2/14/12

Lashinsky, Adam. Inside Apple: How America's Most Admired-and Secretive-company Really Works. New York: Business Plus, 2012. Print.

           

It could be said that Steve Jobs suffered from a syndrome the Norwegians call Stormannsgalskap meaning “great men’s madness.” As the CEO of Apple, Jobs ruled with narcissistic, but undoubtedly visionary leadership. “Inside Apple: How America’s Most Admired – and Secretive – Company Really Works” tells of Apple’s rebirth under Job’s controlled management style from 1997 to 2011 and ponders the success of the company without his presence.

 In his 14 years as the CEO of Apple, Jobs managed to get the entire company to identify with him and to think the way he did. In turn Jobs became the embodiment of Apple. Because of this, his beliefs were adopted company-wide. They consisted of secrecy, a blatant disregard for the competition and a desire to produce only the best products for consumers. However, it is not only consumers and the competition who do not know what Apple is doing, neither do its employees. Everything at Apple is prioritized on a need-to-know basis and Jobs felt that most people did not need to know of anything but their own contribution to the project.

 Jobs was a notorious micromanager, the perfect example of the man behind the curtain. Every idea, down to the smallest detail, passed through him. However, while he functioned on multiple levels, he tied his employees and often executives to specific roles based on their talents. He believed that if people used their talent to become excellent in one area, the most productive work could be achieved. In this way Jobs’ management style is similar to that of Taylor’s Scientific Management Theory. Taylor viewed management as a science with a specific formula for success just as Jobs did by strategically allowing people to work only with the talents they already possessed.

Due to his management style, Jobs has perhaps set Apple up for failure. He was the vision behind the company, not allowing any one else to play a role. Because of this it is unclear if anyone else can recreate his success. While his narcissistic management style worked in this specific situation, it is not one that should be recommended to others. Not all leaders possess the charisma and genius necessary to generate a loyal and subservient following. Also, many current management theories suggest fostering a positive work environment in which employees can develop their skills and move up in ranks. However, under Jobs there was little chance of moving up and in fact, most employees remained in their specialized role for the duration of their Apple career.

Jobs created a work environment that most people cannot relate to; in fact, ex-Apple employees find it difficult to succeed elsewhere. Apple plays by its own rules and has always strived to simplify its products as well as its outlook. This goes against the nature of large corporations and most companies find this difficult when their next logical step is expansion. However, because of Jobs tight and obsessive control, Apple managed to act small while becoming a large global corporation.

“Inside Apple” is a book PR students should read. It offers a thorough look into the management of one of the most successful companies in world. This book does not simply praise Jobs, but instead questions his leadership and offers explanations for why his methods have worked in this specific case. Whether or not one agrees with Job’s methods, it is useful to understand an atypical approach to management. If for no other reason, students should read “Inside Apple” because it is genuinely interesting and provides a new perspective on one of the world’s most loved brands.