What prompted you to write this book?

Two personal perspectives. With over twenty years of experience in the industry as a public relations practitioner, Margalit identified a significant gap in the way public relations was practiced and perceived in Israel compared to the developed countries she visited as a member of the international PR community. While studying and working in the US she became intrigued by those differences. Israel for example, had no academic program in public relations till 2011 while in the US it was a recognised discipline within many universities. She decided to respond to scholars such as Sriramesh and Vercic who in the late 1990s called for the discipline of public relations to research the profession within the context of specific cultural and political environments rather than follow the assumption that all public relations experiences follow the US model.
As a Scottish republican, David has been questioning national identity almost since birth and has been researching PR since 1997. Only recently, however, did he appreciate the formative role of public relations in personal and national narratives and the impact of national identities on the evolution of PR as a profession. Our joint trips to Israel helped us both to identify the interplay of nation building and PR as a distinctive way to understand both the uniqueness of the Israeli system and its possible relevance to other unique national experiences.

What makes Israel stand out from other countries, in terms of the use of PR to inform/build national identity?

Israel, at 65, is relatively a new state that was established by immigrants from around the world with about 70 different cultural identities and languages. The Zionist movement that established the state made a phenomenal effort to unite them into one society and to create a new Israeli identity. The first public relations practitioners were employed by Zionist institutions. They used PR to enlist the new immigrants to the challenging tasks involved in building a nation and a state. They also provided the enlisting narratives, symbols, and emotional messages that inspired the sacrifice of personal individual goals, and sometimes, lives, for the sake of building a state.

Does the definition of PR change when used in the context of nation building?

Current definitions of public relations emphasise the role of the practitioners as facilitators of dialogue between organisations and their constituents, and as builders of networks of relationships. We argue that in situations of nation building, the pressure to use propaganda-style communication is intense. The whole society, including the media, tends to cooperate and support the agendas set by the national leadership. Typically, there is no tolerance for dissident voices as happens during wars. Enlisted societies rarely offer the democratic environment that allows PR to flourish in line with contemporary definitions.
 

Do other techniques form national identities in Israel?

There is a special term in Hebrew called Hasbara which, literally, means “explanation.” It is used to describe the effort of government, or other organisations, to influence public opinion within Israel and abroad. A paternalistic approach to persuasive communication, Hasbara is based on the assumption that the receivers of the message are ignorant or lack the background knowledge to understand correctly without guidance. Hasbara, or the lack of it, is often blamed for the poor image of Israel abroad and the international criticism on its behaviour, especially in the context of its conflict with Palestinians. Hasbara is often used to describe public relations campaigns though it is closer to propaganda and does not recognise the need for interactive dialogue.

What is the difference between political propaganda and public relations, or is it that political propaganda is a tool of public relations?

Any type of propaganda, not just political propaganda, is one sided and involves half-truth or lies while ignoring or shutting down the voices of opponents. Public relations aims to be more dialogical and to present activists and other critical voices to the decision makers of their organisations. The profession aspires to ethical communication and to the building of relations of trust with stakeholders, the public, and the media. In reality, however, it can operate akin to many features of propaganda and only pay lip service to the attitudes and demands of internal and external publics.

Why do you think PR has not been examined before in terms of nation building and national identity?

There have been a few scholars who did examine this interaction and, more recently, there’s been increased research in the area. Nonetheless, most of the literature on public relations has been produced since the 1920s in the US. That literature assumed American leadership of the profession and the academic research. With the rise of globalisation, and less US-centric approaches, scholars have studied different professional experiences in different parts of the world. Jacquie L’Etang’s (2004) pioneering book on the history of public relations in Britain was a first of its kind. In a sense our book follows her steps by providing a different story from another political, economic, and socio-cultural environment.

What is the overall message of the book?

That unity should not ride roughshod over democracy and that dissenting voices need to be heard. We see an urgent need to make the future activities of public relations contribute positively and transparently to the growth of “fully functioning societies.” In a climate of nation building and nationalism, PR can be too easily pressed into the service of government propaganda. It needs to build a history of resistances to these pressures. By remembering that it functions best in a democratic environment, it can help to speak truth to power to preserve that environment. Israel’s success in providing narratives that enlist society to unite and to sacrifice for the state offers lessons that unity sometimes comes at the cost of democracy.

If you were pressed to name one lesson to be taken away from this research, what would it be?

We hope our narrative will encourage public relations practitioners and scholars from all over the world to make their histories visible, to learn from both their positive and negative aspects and to share both as widely as possible. Our deeper aspiration is that PR practitioners, activists, and media workers can jointly contribute to more democratic societies.

Who did you write this book for?

We have ongoing discussion with Margalit’s family and friends in Israel and Israelis, Jews and non-Jews outside of the country. While writing the book we were trying to clarify our position to them and work out how our experiences in our nations had shaped us. Our colleagues and friends from all over the world who research and study the role of public relations in society were a significant audience in our mind. We also tried to create a book that would help Israelis understand PR and the Israeli PR industry to acknowledge its professional roots and be inspired by the socially responsible aspirations of contemporary public relations practitioners across the world.
 

Read more from Ruth Kinzey in an interview about her book here.

What prompted you to write the book?
Many people encouraged me to write another book. However, it wasn’t until Dr. Marcella DeVeaux contacted me to locate copies of Using Public Relations Strategies to Promote Your Nonprofit Organization that I seriously considered undertaking such a project.
Although published several years earlier, Dr. DeVeaux said the basic communication principles, understandable writing style, easy-to-implement tactical approaches, and extensive bibliography continued to make this book a “must have” for those interested in nonprofit communication. Given my passion for teaching and mentoring, these remarks inspired me share my knowledge and research through a second book.

Is there a difference in PR practice between not-for-profit organizations and for-profit organizations? And if so, are there distinctly different channels accessed or approaches adopted by the two types or is the PR more similar than one might think?
Although nonprofits and businesses have different purposes, there are significant similarities.
Whether selling a car, enticing someone to dine at your restaurant, asking an individual to use your accounting service, making a donation request to a nonprofit, or requesting a person volunteer time as a committee chair, the reputational components leveraged as well as the strategic communication planning and measurement processes are essential.
Whether for-profit or nonprofit, the organization’s image must be portrayed consistently and steps taken to proactively enhance as well as protect this reputation. Strategic communication planning efforts must be holistic in nature to ensure consistent organizational image. This helps minimize the risk of an inconsistent reputation as well as identifies weaknesses and possible reputational detractors. Also, relationships must be built with critical stakeholders through honest and open communication. And, collaborative opportunities with key audiences must be identified and executed. Without these, a business or a nonprofit may limit itself through “tunnel vision,” causing major goals to be missed and a lesser degree of success achieved.

What would you say the most difficult barrier facing the PR for nonprofit organizations was? Why? And, how might it be overcome?
A major PR challenge for nonprofit organizations is to think in reputation management terms. Nonprofits automatically receive a significant amount of goodwill because they are thought of as being dedicated to good causes, working toward the common welfare of all, and committed to making the world a better place in which to live.
A business, on the other hand, must work hard to earn trust and to be awarded such a positive and altruistic reputation.
Consequently, nonprofits may overlook the important role a positive and well defined reputation plays in generating donations; recruiting and retaining volunteers at all levels; and protecting credibility and trust during a crisis.
Since it is not a question of if but when a crisis strikes and since the nonprofit environment has become extremely competitive, not-for-profit entities cannot take their reputation for granted. They must be aware of how they are perceived, proactively strategize how they can enhance and capitalize on their reputations, and vigorously protect their images when crises or sensitive situations arise.

How would you describe the main differences between your first publication with us, Using Public Relations to Promote Your Nonprofit Organization, and Promoting Nonprofit Organizations?
Promoting Nonprofit Organizations focuses intently on the reputation management approach to nonprofit branding and public relations. Collaboration is another key theme in this book as communication with important publics and relationship building with critical stakeholders are a necessity for strategic and proactive reputation management efforts.
Although each chapter takes a deep dive into a particular communication channel or tactic, which is similar in writing style to my first publication, Promoting Nonprofit Organizations approaches subjects from an overarching, strategic vantage point and always links to some component of reputation management.

If you were pressed, what would you say was the number one lesson to take away from reading this book?
Proactive enhancement and protection of an organization’s reputation is critical, if a nonprofit intends to:
*maximize fundraising potential;
*leverage relationships with key stakeholders;
*collaborate to its benefit with business and government; and
*recruit and retain engaged volunteers.
To achieve such results, strategic reputation management must be foundational in the strategic planning and tactical communication implementation process.

If you could go back in time and recommend a chapter or segment to your earlier self, which chapter would it be and why?
I’d recommend the strategic planning chapter.
In the course of a busy day, one is pulled in numerous ways. These distractions can tempt one to short change the strategic planning process. When this occurs, adequate time is not spent on a comprehensive and strategic review of the organization. Instead, it is essential to:
*take a holistic view to see how all aspects interrelate to the organization’s reputation,
*analyze the critical elements in this equation,
*dedicate time and resources to proactively shape and achieve this desired image, and
*measure to determine the degree of effectiveness and success.
Care also must be taken to determine how the nonprofit’s brand can be protected by avoiding crises and mitigating risks.

Do you have any anecdotes you would like to share in relation to the book, perhaps from the researching process or your communication experience in the corporate and consulting arenas?
It was particularly rewarding to see the comments of my interviewees fully mirror my research, personal experience, and conclusions. Plus, their written remarks are extremely effective in illustrating key points within the book through the “real life” examples they provided and the insights they shared.
 

Visit youtube today & watch Paul Kearns, author of ‘Professional HR’, introduce his transformative book, which explores this question.

Watch Paul Kearns on youtube introducing his forthcoming book which aims to transform HR methods by setting professional standards for HR equivalent to those demanded of doctors. It seeks to put the morality of professionalism back into corporate life.

http://www.youtube.com/watch?v=4EtqbRUAuMk 

For more information on this ground breaking title go to http://www.routledge.com/u/PHR.

To request review copies, arrange interviews and/or collaboration on any features with the author, please contact Jenny Ellis at Jennifer.Ellis@tandf.co.uk
 

What are the main challenges to doing business in China?

There are many. First, the legal system though improving somewhat, is weak. It is difficult to have contracts and laws enforced in many parts of China. Second, the government still maintains control of about 35% of the economy. And this 35% is the core of the economy. Most importantly they control the banking system, so they decide who gets capital. That is why it can be said they do not have capitalism in China. Third, the government is the main player in the business system. If you do business in China, you do business with the government. They are involved in myriad ways. Fourth, the government has created rules that benefit their own state-owned companies (SOE) at the expense of others. Fourth, intellectual property rights (IPR) are not safe in China. This is especially bad for foreign businesses with advanced technology. Fifth, there is a culture of relationships in China, where who you know is more important than laws and rules. This again involves the government, but it involves everyone. Families rule. Helping you family is most important over other relationships and commitments. Professional cultures is just beginning. Sixth, there is wide-spread government corruption. The people who do best in society are government officials. Much of this is through bribery, kickbacks, etc. Corruption is systemic. The government is fighting it sort of but the problem is so big it will take a generation or two if they really put their back into it, which is far from clear.

What would you say was the most damaging cultural assumption that American and Chinese executives bring to the table when doing business with each other?

They do not trust each other. The Chinese remember the “century of shame” when Western countries invaded China. Stealing from foreigners is almost sport. The Chinese have a sense of inferiority from being so far behind the West. Though that is changing as their tremendous success continues. The two cultures cannot understand each other. “Yes” for the Chinese means “I’ll think about it”, while Westerners think yes means agreement. They cannot read each other’s body language or facial expressions. Chinese are indirect, American are direct. This easily leads to misunderstanding. The Chinese do not think long-term. They do not trust their own government. They want to make money and get out, literally out of the country. Americans have long-range plans.

Could you briefly summarize the intellectual property rights in China and how this relates to collaboration with American businesses?

The Chinese did not have a law for private property until 1984. Laws since then are not always enforced even when they exist. The Chinese do not have a history of IPR. They for thousands of years had a traditional society, which meant imitating role models was the norm. In other words, copying others was the norm. Confucius or one of his disciples said, “To steal a book is an elegant offense”. They really do not have a deep sense of IP. Also they have a more communal society than the West, so they naturally favor the importance of the community as a source of innovation, which puts them at odds with the West. Even when the courts find Chinese companies guilty of IP violations, the penalties are so small they are not a deterrent.

What prompted you to write this book?

My fascination with Chinese culture, the great changes in Chinese society, and the contrasts with the West. I wanted to understand what kind of social-political-economic system was developing in China and what role will it play in the world.

Are there any anecdotes from the researching and writing process that you would like to share with us?

On the first day in Shanghai, my family got lost and wandered into a restaurant. We must have looked like we were from outer space. The whole staff of the place including the cooks came out to watch us eat. They were amazed that we could use chopsticks. I asked for soy sauce for the rice in every way imaginable. They had no idea what I wanted.

I saw a picture in a book store of a Mandarin from the 19th century. He had a 17 inch fingernail on one finger. A sign of his exalted status, he did no physical labor. This system was in place for 2000 years up to the beginning of the 20th century. It still casts a shadow over government-society relations.
I could go on forever.

Who would you recommend read this book?

Social scientists interested in China. Business professors interested in China. Executives who do business with China or plan to. This latter audience is important I think. Once I get my copies I will be giving them to executives and will have much more feedback from them in a few months. Basically I am an anthropologist with a strong interest in ethics, especially how culture and ethics are related. My book focuses on how American and Chinese business cultures interact. It is a qualitative (interpretive) book. Much of it can be understood and appreciated by a general educated public. I think government officials who work with China will appreciate the book. A big part of the book deals with government and business-government relations. I have heard from a business professor in Hong Kong and one in Singapore. They both expressed very strong interest in the book. I think the book will draw strong interest in places like that, e.g. Taiwan and Japan too.

If you could encourage readers to take away one thing from this book, what would it be?

The Chinese have a great and often misunderstood culture. There is much to learn from it.

How can this book be used to inform business practice in a practical sense?

It is very practical to understand a little about Chinese culture and institutions, to understand the person and context you are dealing with. This would significantly lower miscommunications and inappropriate expectations.
 

Trouble in the Middle is a study of ethical and cultural issues in American-Chinese business relations. Based on interviews of American business executives in the United States, American and Chinese business executives in China, and visits to American and Chinese operations in China, the research focuses on challenges to doing business in China. The Chinese economic reforms are analyzed in detail to determine the type of business system that is emerging. Specific attention is given to the different ethical and cultural assumptions that American and Chinese executives bring to doing business with each other. A concept of the cultural middle is developed to help managers do business in foreign cultures. Several chapters focus on the role of corruption in the China market, both business-government corruption and business to business corruption. Two chapters deal with intellectual property rights issues and the thorny process of addressing them in China. Running through the entire book are detailed discussions of the role of the Chinese middleman in American-Chinese business relations, especially in regard to facilitating bribe payments. The middleman is seen as a key to understanding Chinese culture. The research is related to broader issues concerning China’s historical struggle to modernize its economy and globalization.

Since its birth in 1993, the EU has become a heterogeneous collection of states diverse in terms of history and culture, economic development, fiscal regimes, and welfare and employment institutions, yet economically bound to each other in ways never before seen on the continent outside of conquest. From some fronts it started soon to be expected that Europe would have entailed to a European system of Industrial relations as the “social” response to the process of European economic integration and monetary union. This book shows how the process of European industrial relations as the result of EU has been accompanied by major challenges along its course. It shows how much of these challenges stem from the dynamics of the simultaneous widening and deepening of the European Union, as well as social changes and technological advance. The national institutions of employment relations, specifically those concerning collective bargaining, and their social actors, in particular those representing the interests of employers and employees as well as national and local governments have had to adapt accordingly to the changing European economic environment.

Following key current changes in employment relations thought from mid-1980s to the present day, the book examines the profound causes of these transformations. From the internationalization and intensification of competition, which unleashed intense pressures on nationally-based employment systems as firms sought looser multi-employer arrangements to facilitate restructuring and flexibility to determine pay, working time and employment conditions; it deeply investigates the continued shift of employment from (large-scale) manufacturing to services which meant that the workforce became increasingly diverse and dispersed. The gender and occupational re-composition of the labor force, and the accompanying fragmentation of employment across smaller workplaces and ‘atypical’ forms, raised serious problems for traditional models of recruitment and organization. The information and communication technology (ICT) revolution increased the pace of change within organizations, encouraging new forms of flexible work organization that challenged established norms including for the ‘core’ blue-collar workforce. In the political arena, a deregulation agenda developed informed by neoliberal market ideologies. Within organizations, labor management was increasingly informed by the philosophies and practices of ‘human resource management’ (HRM). This emphasized the importance of employee flexibility and performance and showed less concern for traditional, collective forms of labor regulation. Other challenges relate to increased labor mobility, especially from the ‘new member states’ to the larger economies.

The Transformations of Employment Relations tells a fascinating story about how employment relationships have changed, shifted, evolved and developed down through the centuries in the European Union. The thematic comparative approach of this book makes it unique. Students taking classes in industrial and employment relations, sociology, political science, labor history, human resource management and international business will find this text to be the perfect accompaniment to their studies and will be a captivating read for anyone else.
 

Why not take a look at our Routledge Research on Gender in Asia series?

Women’s Day originated as a Socialist political event in Eastern Europe and Russia (the Soviet bloc) but gradually the day became more global and as a result partially lost its political overtones. For some, the day has become simply an occasion for men to express their love for women whilst in other regions the original political and human rights theme designated by the United Nations runs strong, and political and social awareness of the struggles of women worldwide are remembered.

Have a look below at the diverse selection of titles we have exploring the role of women in Russia, Eastern Europe, Asia and the Middle East.

Join in the discussions about International Women's Day on March 8th on our Asian Studies Twitter and also our Middle East Studies Twitter.

Bruce Berglund, host of New Books in Sports, interviewed Dennis Deninger, author of Sports on Television: The How and Why Behind What You See, last week.

The interview will also be available on iTunes soon but we've got it first! Why not take a listen to what he has to say now?

http://newbooksinsports.com/2013/02/19/dennis-deninger-sports-on-television-the-how-and-why-behind-what-you-see-routledge-2012/

Books published under the Routledge Revivals programme are reissued, out-of-print and unavailable titles, written by some of the leading academic scholars of the last 120 years.

The text considers numerous key arguments surrounding monetary reform, including how the overall impact of the reform in the period was of greater importance than each of the individual procedures that were introduced. As a recent convert to the notion of monetary reform at the time of writing, the author presents a well-balanced account of monetary reform without bias. An authority on the orthodox monetary system, Paul Einzig, an economic and political writer and journalist draws upon his wealth of knowledge and expertise as he gives the reader an insight into the tendencies and spirit of the monetary reform movement. 

One of the most important aspects to be considered by the book is the view that monetary reform alone cannot achieve a desired end without considerable economic planning. The book suggests that monetary reform alone is not enough; instead he suggests the adoption of a broader perspective in order to obtain a compromise.

Although originally published in 1936, the subjects considered by the book remain as relevant as ever. For students and scholars of Economics and Finance, the theories presented in Monetary Reform in Theory and Practice, provide a beneficial insight into the economy at the time of writing, as well as now.

For more information and a detailed contents listing of this title, visit:

http://www.routledge.com/books/details/9780415819367/

Routledge Major Works WINTER BACKLIST OFFER! (from 12/12/12 – 12/3/13)

There is a fantastic range of titles on offer from subject areas such as Allied Health, Asian Studies, Business, Economics, Education, History, Linguistics, Literature, Media, Philosophy, Politics, Psychology, Religion and Sociology.

This eclectic mix of titles includes collections on Mao Zedong, Sufism, Marketing Research, Journalism, Radio, French Feminists, War and Human Rights.

Click here to download our list of 50 titles currently available to purchase!

To receive 20% off simply add your selection of books to your cart, place MWINTER20 into the Discount code field and then “Update Cart”!

This particular offer really shows the scope and range of Routledge Major Works-an essential reference teaching programme for your library.

eBooks from Taylor & Francis - Helping you to choose the right eBooks for your Library

As we enter 2013, we are seeing more and more institutions and libraries investing in electronic information products and resources. There is increasingly less space for physical books, and students are now accessing more information remotely.

A 2012 IFLA report rightly makes the point that 'eResources present a number of challenges not encountered with the selection and acquisition of traditional analogue materials'. For this reason, at Taylor & Francis we endeavour to offer you as much support as possible to help you integrate our eProducts into your library as easily as possible. And with our eBooks, we have made things super simple.

At first glance, the sheer scale of our eBook backlist and frontlist can be quite daunting. We have over 30,000 eBooks across the Humanities, Social Sciences, Behavioural Sciences and Law, from leading imprints, including Routledge, Focal Press and Psychology Press.

With eBooks covering everything from Language & Linguistics and Philosophy of Film to Commercial Law and Development Economics, there is a lot to choose from. For that reason, we have made our purchase options nice and flexible; subject eCollections, interdisciplinary eFocus packages, Pick n' Mix and more ...

Give our new video a watch and get a snapshot of what T&F eBooks could do for your library:

Recognised by The Economist as one of the most influential thinkers of the business world, Tom Peters is the subject of this last title in the series edited by John Wood and Michael Wood. With wide appeal to those in the subject areas of Economics, Business, Management and Accounting, Tom Peters assembles the most valuable of the critical assessments on his work in one publication.

The collection is enhanced by the editor’s introduction and expert deliberation on the commended business thinker – setting the collated critical evaluations in both historical and social context. Both John Wood and Michael Wood can be seen as true experts in their field. Their work over the last eleven years has seen the formation of the acclaimed Critical Evaluations in Business and Management Series.

Within the series, you can find an array of titles on a number of prominent figures in the subject area:

Rosabeth M. Kanter – The two volumes in this collection concentrate upon the concept, introduced by Kanter, of ‘empowerment’ in management.

Henry Mintzberg – As one of the leading thinkers in management and strategic planning, this four volume collection brings together the best critical evaluations of his work.

John P. Kotter – As a leading authority on the subject of business leadership and change, this collection takes a critical approach towards his work, setting it in both historical and intellectual context.

Michael Porter – Porter is an influential thinker in the field of management theory and introduces the concept of language and economics into the subject. The collection gathers the best critical assessments of his work.

Chris Argyris – As a key figure in the Human Relations Movement, Argyris is widely recognised as the founding father of the learning organization, making significant contributions to the understanding of organizational learning, organizational behaviour, action research and experiential learning. This collection provides a thorough critical evaluation of Argyris’ work.

Alfred D. Chandler – This two volume collection brings together vital journal articles alongside other research on Chandler, who is seen as the founder of modern business history.

H. Igor Ansoff – The theories of Ansoff on strategic business management have been widely linked with long-term profitability. The collection provides an insightful critical approach to Ansoff’s contributions.

Herbert Simon – A founding figure in the field of artificial intelligence, this three volume collection is an invaluable research resource on this central figure.

Peter F Drucker – The collection gathers keys material on the work by Drucker, who published a number of influential books. Drucker took a humanist approach to management and made the argument that it is people who make business.

Joseph M. Juran - The teachings and writings of Joseph M. Juran have had a profound impact on the quality of the products we buy and use every day. This collection gathers together key material to enable students and researchers to explore the impact of Juran's ideas.

W.E. Deming- Deming is recognised as having put Japan on the road to leadership in international business and industry. Appearing on television in America, Deming reached a wide audience with his influential work. This collection combines key material on Deming’s ideas and their impact across the globe.

George Elton Mayo - Mayo’s ideas paved the way for the human relations management and organizational thinking. The collection looks at the impact Mayo had upon business and management studies right up to the present day. 

Alfred P. Sloan – Sloan had a profound influence on management thinking in America and throughout the Western world. Sloan’s leadership and success led to a great number of writings on his management practice, which are examined here in this comprehensive collection.

Frank and Lilian Gilbreth – These two figures are closely linked to time and motion studies and sought ways to determine ‘the one best way to do work’. This collection combines in one place some of the most significant writings on the pair. 

Henry Ford – Ford’s efforts ensured that the motor car was one of the defining products of the twentieth century. This collection examines Ford’s success in management and the way in which he helped to influence management practices.

F.W Taylor – The work of Taylor has been widely associated with massive increases in productivity. The collection focuses upon the methods used by Frederick Winslow Taylor and the style of management which he adopted.

Henri Fayol – As one of the founders of ‘classical management’, Fayol was one of the first to attempt to analyse the different activities that constitute management. The collection places Fayol’s ideas in historical context and provides access to his key writings.

The series concentrates on a number of key figures in the Business and Management field and brings together the best critical reflections on some of the most influential thinkers in this subject.
  

Economists question Cuba's commitment to consumer choice in light of the government's decision to charge steep customs duties on informal imports. To read more, please click here.

The role and significance of these imports in terms of consumer choice and the behaviour of consumption in Cuba are discussed in Emilio Morales and Joseph Scarpaci's 'Marketing Without Advertising: Brand Preference and Consumer Choice in Cuba'.

Click here for more information on A History of Managment Thought

"The past is a foreign country. They do things differently there."

               --L.P. Hartley, The Go-Between

Management is addicted to the idea of the new. We are bombarded by messages telling us that ‘the only constant is change’ and ‘the past is not a guide to future’. That last is true. Any historian will tell you that the past cannot be used as a guide to predicting the future. However, the past can be used as a guide to help explain both present and in future. And in our scramble to embrace change and shed old ideas in favour of new ones, we often forget that continuity as well as change can be a powerful force.

People have been managing businesses and other organisations for the past five thousands years – possibly even longer, but that is as far back as written records go. We know, often in surprising levels of detail, how these early organisations were managed. At the ancient Egyptian village known as the Place of Truth (the modern Deir al-Madina), records have been found that show how the workers who built the tombs of the pharaohs were organised and managed. The records tell us that the workers were organised in teams; that there was division of labour with each team made up of specialists assigned certain tasks; that there was competition between teams; that there were detailed accounts recording the use of manpower and tools and that junior managers were accountable to their bosses. We have records of sick notes by workers and a description of history’s first recorded strike. It all sounds entirely modern.

Do we really do business differently today? Peruse the immense archive left by the Italian merchant Francesco Datini in the late fourteenth century, with well over a hundred thousand letters, contracts and other documents, and it will seem not. Datini was worried about the same things we worry about today: market volatility, risk, price and exchange rate fluctuations, supply, labour. He knew, as good managers know today, that the key to successful management is information and knowledge. He knew too that
good relationships with suppliers and customers are essential.

The nature of management changes according to the times we are in, and culture and environment are powerful shaping forces that affect management thinking. We can see this in our own time, and if we are dispassionate, when we sit down and examine the management methods we use today, we can see how they are affected by the world
around us. The belief in decentralised organisation and empowerment are the best ways to manage people have grown precisely in parallel with the beliefs in freedom and democracy in the world around us. This is not to say that this is either bad or good, only to make the point that society conditions and affects management thinking.
But the fundamentals of good management are the same today as they were five thousand years ago. And there is no reason to believe that they will not be the same five thousand years hence.

Morgen Witzel

Fellow, Centre for Leadership Studies

University of Exeter Business School

Click here for more information on A History of Managment Thought

 

Click here for more information or to order your copy of the book.

Q & A:

1. A manuscript is a large undertaking, what was your vision upon starting and do you believe you have achieved your goals?

Within my doctoral dissertation were unanswered questions. Is there a way for leaders and lay leaders to understand uncertainty better so they can learn how to lead more effectively? What if leaders were able to succeed and achieve intended, instead of unintended consequences with different thinking and actions?

This would require a paradigm shift from their current heroic leadership style to one that is protean. After identifying seven paradoxes, knowing there are multitudes more, I interviewed successful leaders from a variety of organizations and types of leadership positions. What I found was as a shift to what I titled “dynamic thinking and conscious actions”. For leaders to understand themselves and their organizations differently, through the paradox lens, might the result be more intended consequences and more successful organizations and leaders.

Sara I believe this is what you are referring to as “goals”. Without business jargon and quite readable, I believe understanding “paradox” is one path to accomplish the above. Paradox is a riddle; not to be solved. There is no easy or pat answer.

The most valuable take away is to empower leaders to think differently about themselves and their organizations. Doing this they are better prepared to lead their organizations successfully, making them generative and sustainable. Less blindsided by their own current ways of thinking and actions, The Protean Leader approaches work in our 21st century complex uncertain times postured to succeed.

2. What do you hope resonates with the reader?

What you have here is a way for leaders to invest in uncertainty and uncertain times. The book shows the ineffable mystery of leadership is within every leader’s reach and grasp. Learning to adapt to circumstances, being resilient, versatile and flexible, the Protean Leader utilizes the lens of paradox and its power. The Protean Leadership Model provides a template, a starting point to succeed in uncertain times.

3. What makes this book different from similar titles on the market?

Leaders fail. The result is unintended consequences. What makes this book different from others is it shows paradoxical forces are at play in organizations. This is no reason to run or hide. To seek solace and direction in the midst of uncertainty, leaders need to wake up and approach leadership and uncertainty with the excitement of Sherlock Holmes telling Watson, “The game’s afoot!,” as he runs out the door into the maelstrom.

4. Who are the intended audience?

The intended audience is leaders and lay leaders. In addition, the book seeks to reach anyone aspiring to learn more about leadership and leading effectively at work or within academic programs and educational settings.

5. Can you sum up the book in a single sentence(s)?

The Power of Paradox: The Protean Leader and Leading in Uncertain Times identifies specific conscious actions and new ways to think. In the Protean Leadership Model, is a different approach to uncertainty. Leaders are better informed, having knowledge and skills learned from successful leaders experiences, shared, as each one addresses the seven paradoxes using the power of paradox.

Click here for more information or to order your copy of the book.