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Becoming a Courageous Manager: overcoming Career problems of New managers
deficit worsens, author Burstein contends that America stands to become the biggest casualty in the twenty-first century battle of the capitalists. Burstein identifies Europe as the segment of the globe where economic dynamism is thriving although he notes that it will face extremely tough competition from a powerful Japanese economic engine. But even for U.S. firms, there is hope. Burstein says that tremendous opportunities will be opened up before it is too late. Some far-sighted U.S. companies are already making strategic moves in the right direction by forming joint ventures with European companies. (A number of Japanese companies are doing likewise.) ‘But Burstein also points out that we must get really serious about rebuilding the American economy before it is too late. Euroquake has ten chapters. In Chapter 1, Burstein reviews the development of the “true common market” mentality in Europe during the latter ‘8Os, and he predicts that this market will succeed with a powerful new, wealthy Germany occupying a position of leadership. Chapter 2 reviews the opening of the Berlin wall and the significance of Gorbachev’s “surrender” to the West in allowing it to happen without resistance. In Chapter 3, Burstein proposes that the Third World War was waged, functionally, during the 1980s and that the big winners were Japan and Germany, while the big losers were the United States and the Soviet Union. Chapter 4 is devoted to a rather detailed discussion of the reasons why the development of a true common market has and will face obstacles and that these will be overcome as Europe unites into a single vast market. Chapter 5 further develops the vision of what a Federal Europe might look like in the future with the new German superpower as the focus of attention. Chapter 6 reviews the remarkable economic strength of West Germany. Chapter 7 examines eight ways American business can win in
Europe. Chapter 8 is devoted to a discussion of the formidable or even awesome economic and financial power of Japan. Chapter nine’s 76
most relevant contributions are on the topics of “free trade, managed trade and tough
trade.” Chapter IO, the final chapter, is perhaps the most interesting, if not most venturesome, as the author goes out on a limb by making one hundred predictions for the year 2000. Overall, some faults can be found with this book. The most notable is that too many points are repeated in slightly different words in different places. The book could be shortened considerably without losing any important points. Nevertheless, Burstein displays clarity of thought and an excellent knowledge of a varied and complex subject, and his writing style is smooth and readable.
BECOMINGA COURAGEOUSMANAGER: OVERCOMINGCAREER PROBLEMSOF NEW MANAGERS
By Ross Arkell Webber Prentice-Hall, Englewood Cliffs, New Jersey, 1991, 304 pp, $24.95
Reviewed by Terri A. Scandura University
of Miami
n 1976, Ross Webber published his classic article “Career Problems of Young Managers” in the California Management Review. Since then, his research and writings have focused on conflict and cross-cultural and mixed-gender teams, organizational behavior, and time management. Much of this prior research is highly relevant to new managers and the challenges they face; Webber’s latest book identifies several areas that could potentially become career problem issues. The book is organized into 12 chapters, each focusing on one key career issue for new managers. Chapters 1 through 3 deal
I
with such career problems as growing up at work, dealing with early disappointment, and overcoming work overload and stress. Chapters 4 and 5 contain advice on shortand long-term time management. Working relationships with others in the organization are covered in Chapters 6 through 8. These chapters include suggestions for clarifying delegation, giving advice (particularly to those above the new manager in the organizational hierarchy), and being a protege in a mentoring relationship. The thorny issue of whistleblowing is the basis of Chapter 9 while Chapter 10 covers diversity in the workplace. Chapter 11 focuses on leadership and change. The final chapter deals with career problem issues for middle aged managers. Webber concludes with a summary of the issues, exhorting the reader to develop a “courageous” management style. The strength of this book lies in its straightforward approach to the topics covered. Each chapter follows the same formatan opening case study followed by case analysis, discussion of relevant theory and practice on the major issue areas, a review of the case highlighting the applications of theory and research to the issue, and practical advice on solving the problem. Throughout the book, Webber draws from his own extensive experience to illustrate major points. But his advice is not merely opinion. He carefully cites relevant current theory and research from numerous organizational behavior journals in support of his statements of advice for new managers. As such, the book also serves as a good summary of current research on the topic areas covered. Much of the advice offered is quite specific, with numerous career tips that young managers will find useful in coping with problems posed by new job situations. Webber is straightforward; he does not trivialize or sugar-coat difficult issues. In Chapter 3, he warns new managers that “demands from your immediate superior are usually more legitimate than those from a higher-level mentor who cannot be counted on to defend you from your boss’s anger if his or her legitimate demands are unmet.”
The advice on specific career problems is also quite detailed, especially when compared to other current books that either resort to generalities or shy away from giving advice. Also, the author confronts numerous issues that are often politically sensitive, which will be valuable for younger managers who may be unprepared to accept the realities of their first jobs. Unfortunately, in Webber’s attempt to represent a wide variety of topics, he adopts a rather piecemeal approach that results in a lack of continuity from one chapter to the next. Further, the coverage of the subject matter is somewhat uneven. The strongest chapters are the initial ones that deal with the career problem issues of new managers. The case studies presented are realistic, and they raise important issues for new managers to consider. Likewise, the chapters on working relationships with others are useful because they summarize a great deal of current theory and research in the areas of delegation, upward influence, and mentorship. From there on, however, book begins to unravel. Instead of fulfillin s promise to advise on career problems for new managers, it appears to digress into material that is more relevant for older or more experienced managers I doubt that even the author intends for the reader to save the book and read the latter chapters as mid-life approaches. Still, the initial format of the book is faithfully followed, with the case studies, analysis, and advice sections, which serves to hold the book together even through its digressions. Perhaps the later chapters might have been more relevant if Webber had woven them better into the fabric of the book. Finally, I had some difficulty determining what the content of the book had to do with “becoming courageous.” The introduction asks the reader to complete a questionnaire designed to assess optimism or pessimism and then the author equates optimism with courage. Despite these attempts to frame the content of the book, I failed to be convinced that overcoming career problems would necessarily make one courageous. The argument that optimism reflects courage is weak and the presentation of the book as a manual for devel-
77
oping courage detracts from the value of the work. The subtitle of the book “Overcoming Career Problems of New Managers” more accurately reflects its content. While this book may not result in more “courageous” managers, the suggestions presented will certainly help some to survive. As new managers encounter unforeseen career problems and navigate through the political mine-fields of organizations, the advice presented in this readable and overall practical guide to the early career phase should prove
itself useful. Webber has effectively flagged critical issues that young managers should consider when grappling with the problems posed in the initial stages of their careers in organizations.
DRIVING FEAR OUT OF THE WORKPLACE
By Kathleen D. Ryan and Daniel K. Oestrich Jossey-Bass Publishers, San Francisco, CA 1991 246 pp., $26.95
Reviewed by Michael DeLuz Florida lnterna tional University he emerging challenges to business in the 1990s are many. They include institutionalizing progressive ways of managing people, closing the gap between work force skills and business needs, and effectively applying new technologies. The authors view fear in the wor!place as a phenomenon that may constrain a firm’s ability to meet these challenges, and therefore they believe it must be minimized. The idea for this book emerged from the authors’ observations while consulting for a
T
78
wide array of corporations and public-sector agencies. Ryan and Oestrich solicited responses from 260 managers and employees in 22 firms from a broad spectrum of industries. The blending of this interview data, illuminating anecdotal references, and the authors’ own problem-solving experience was accomplished in an exemplary manner. The writers begin by introducing their definition of fear in the workplace as “feeling threatened by possible repercussions as a result of speaking up about work-related concerns.” To gather specific information on this concept, they pose such questions as “Have you hesitated to speak up on an issue that would have contributed to organizational success because you feared some type of repercussion?” and “What were the impacts of those threatening situations?” The urgency of the fear issue is then sounded with claims such as “fear...undermines the commitment, motivation, and confidence of people at work.” The contention is bolstered by a quote from renowned quality expert Edwards Demming: “The fundamental problem in American business is that people are scared to discuss the problems of people.” The authors cite the results of their own interviews as evidence. They reveal that 70% of the respondents reported experiencing fear of recommending organizational improvements due to anticipated supervisor retaliation. This sort of apprehension in the workplace environment needs to be eradicated, Ryan and Oestrich maintain, because “with reduced levels of fear and increased levels of trust, people are more committed to their work and to the organization....They exercise their talents confidently and are more open to change.” In almost effusive terms, the authors indirectly champion the need for U.S. companies to regain competitiveness: “Reducing fear is an essential component of organization transformation...liberating it to achieve...a vision of quality, productivity, and innovation.” The third and largest section of the book addresses ways to minimize fear and increase trust using several sequential steps. Their prescriptions include:
Acknowledging
the presence of fear.
Europe. Chapter 8 is devoted to a discussion of the formidable or even awesome economic and financial power of Japan. Chapter nine’s 76
most relevant contributions are on the topics of “free trade, managed trade and tough
trade.” Chapter IO, the final chapter, is perhaps the most interesting, if not most venturesome, as the author goes out on a limb by making one hundred predictions for the year 2000. Overall, some faults can be found with this book. The most notable is that too many points are repeated in slightly different words in different places. The book could be shortened considerably without losing any important points. Nevertheless, Burstein displays clarity of thought and an excellent knowledge of a varied and complex subject, and his writing style is smooth and readable.
BECOMINGA COURAGEOUSMANAGER: OVERCOMINGCAREER PROBLEMSOF NEW MANAGERS
By Ross Arkell Webber Prentice-Hall, Englewood Cliffs, New Jersey, 1991, 304 pp, $24.95
Reviewed by Terri A. Scandura University
of Miami
n 1976, Ross Webber published his classic article “Career Problems of Young Managers” in the California Management Review. Since then, his research and writings have focused on conflict and cross-cultural and mixed-gender teams, organizational behavior, and time management. Much of this prior research is highly relevant to new managers and the challenges they face; Webber’s latest book identifies several areas that could potentially become career problem issues. The book is organized into 12 chapters, each focusing on one key career issue for new managers. Chapters 1 through 3 deal
I
with such career problems as growing up at work, dealing with early disappointment, and overcoming work overload and stress. Chapters 4 and 5 contain advice on shortand long-term time management. Working relationships with others in the organization are covered in Chapters 6 through 8. These chapters include suggestions for clarifying delegation, giving advice (particularly to those above the new manager in the organizational hierarchy), and being a protege in a mentoring relationship. The thorny issue of whistleblowing is the basis of Chapter 9 while Chapter 10 covers diversity in the workplace. Chapter 11 focuses on leadership and change. The final chapter deals with career problem issues for middle aged managers. Webber concludes with a summary of the issues, exhorting the reader to develop a “courageous” management style. The strength of this book lies in its straightforward approach to the topics covered. Each chapter follows the same formatan opening case study followed by case analysis, discussion of relevant theory and practice on the major issue areas, a review of the case highlighting the applications of theory and research to the issue, and practical advice on solving the problem. Throughout the book, Webber draws from his own extensive experience to illustrate major points. But his advice is not merely opinion. He carefully cites relevant current theory and research from numerous organizational behavior journals in support of his statements of advice for new managers. As such, the book also serves as a good summary of current research on the topic areas covered. Much of the advice offered is quite specific, with numerous career tips that young managers will find useful in coping with problems posed by new job situations. Webber is straightforward; he does not trivialize or sugar-coat difficult issues. In Chapter 3, he warns new managers that “demands from your immediate superior are usually more legitimate than those from a higher-level mentor who cannot be counted on to defend you from your boss’s anger if his or her legitimate demands are unmet.”
The advice on specific career problems is also quite detailed, especially when compared to other current books that either resort to generalities or shy away from giving advice. Also, the author confronts numerous issues that are often politically sensitive, which will be valuable for younger managers who may be unprepared to accept the realities of their first jobs. Unfortunately, in Webber’s attempt to represent a wide variety of topics, he adopts a rather piecemeal approach that results in a lack of continuity from one chapter to the next. Further, the coverage of the subject matter is somewhat uneven. The strongest chapters are the initial ones that deal with the career problem issues of new managers. The case studies presented are realistic, and they raise important issues for new managers to consider. Likewise, the chapters on working relationships with others are useful because they summarize a great deal of current theory and research in the areas of delegation, upward influence, and mentorship. From there on, however, book begins to unravel. Instead of fulfillin s promise to advise on career problems for new managers, it appears to digress into material that is more relevant for older or more experienced managers I doubt that even the author intends for the reader to save the book and read the latter chapters as mid-life approaches. Still, the initial format of the book is faithfully followed, with the case studies, analysis, and advice sections, which serves to hold the book together even through its digressions. Perhaps the later chapters might have been more relevant if Webber had woven them better into the fabric of the book. Finally, I had some difficulty determining what the content of the book had to do with “becoming courageous.” The introduction asks the reader to complete a questionnaire designed to assess optimism or pessimism and then the author equates optimism with courage. Despite these attempts to frame the content of the book, I failed to be convinced that overcoming career problems would necessarily make one courageous. The argument that optimism reflects courage is weak and the presentation of the book as a manual for devel-
77
oping courage detracts from the value of the work. The subtitle of the book “Overcoming Career Problems of New Managers” more accurately reflects its content. While this book may not result in more “courageous” managers, the suggestions presented will certainly help some to survive. As new managers encounter unforeseen career problems and navigate through the political mine-fields of organizations, the advice presented in this readable and overall practical guide to the early career phase should prove
itself useful. Webber has effectively flagged critical issues that young managers should consider when grappling with the problems posed in the initial stages of their careers in organizations.
DRIVING FEAR OUT OF THE WORKPLACE
By Kathleen D. Ryan and Daniel K. Oestrich Jossey-Bass Publishers, San Francisco, CA 1991 246 pp., $26.95
Reviewed by Michael DeLuz Florida lnterna tional University he emerging challenges to business in the 1990s are many. They include institutionalizing progressive ways of managing people, closing the gap between work force skills and business needs, and effectively applying new technologies. The authors view fear in the wor!place as a phenomenon that may constrain a firm’s ability to meet these challenges, and therefore they believe it must be minimized. The idea for this book emerged from the authors’ observations while consulting for a
T
78
wide array of corporations and public-sector agencies. Ryan and Oestrich solicited responses from 260 managers and employees in 22 firms from a broad spectrum of industries. The blending of this interview data, illuminating anecdotal references, and the authors’ own problem-solving experience was accomplished in an exemplary manner. The writers begin by introducing their definition of fear in the workplace as “feeling threatened by possible repercussions as a result of speaking up about work-related concerns.” To gather specific information on this concept, they pose such questions as “Have you hesitated to speak up on an issue that would have contributed to organizational success because you feared some type of repercussion?” and “What were the impacts of those threatening situations?” The urgency of the fear issue is then sounded with claims such as “fear...undermines the commitment, motivation, and confidence of people at work.” The contention is bolstered by a quote from renowned quality expert Edwards Demming: “The fundamental problem in American business is that people are scared to discuss the problems of people.” The authors cite the results of their own interviews as evidence. They reveal that 70% of the respondents reported experiencing fear of recommending organizational improvements due to anticipated supervisor retaliation. This sort of apprehension in the workplace environment needs to be eradicated, Ryan and Oestrich maintain, because “with reduced levels of fear and increased levels of trust, people are more committed to their work and to the organization....They exercise their talents confidently and are more open to change.” In almost effusive terms, the authors indirectly champion the need for U.S. companies to regain competitiveness: “Reducing fear is an essential component of organization transformation...liberating it to achieve...a vision of quality, productivity, and innovation.” The third and largest section of the book addresses ways to minimize fear and increase trust using several sequential steps. Their prescriptions include:
Acknowledging
the presence of fear.