Corporate-finance

The author seems to have no idea of real practical management and intercultural issues of China today. Moreover he uses a very academic, abstract way to explain his quiet strange assumtions how to handle management issues in China.

This is a repositioning of Dr. Schlevogt's dissertation (published by dissertation.com) and also available on amazon.com. The great bulk of this book, including data and theory dates from 1999.

The book covers some interesting theoretical ground and applies contingency theory or understanding "fit" between success in China and organizational structure.

It would have been nice if some of the implications for success were developed further -- indeed, the advise given, such as "adaptability", should prove successful for organizations anywhere, not necessarily Chinese! Yet, the author also argues that this idea of adaptability is one that has been exported from China to the West! Also contingency theory is almost a dead avanue of study. The author's use of cross-sectional surveys is even more questionable as the book looks at change.

One thing I found disturbing is that the author took several concepts from "New Asian Emperors", (Haley, Tan and Haley, 1998), include action-driven decision-making and experience-based planning, yet gave no credit to this classic study of Overseas Chinese business practices. Indeed, many of the author's management ideas are presented far better in this book!

This book also appears schizophrenic, swaying wildly between gushing about China's great contribution to Western philosophy, and attempts at a more academic tone with data and statistics. I found self-congratulatory statements such as "These findings allow for groundbreaking, statistical generalizations previously unknown in the field" particularly irritating. It would have been helpful if the author had been more honest, or more thorough, in the presentation of his literature survey.

Pass on this book. I would recommend John Child or George Haley as alternative auhors who cover the same terrain with less gushing, more practical implications and a more balanced approach.

The best part about this book is its title, emphasizing that business valuation is art coupled with continuously developing financial theory. Unfortunately, the theoretical concepts in the book are of virtually no value to anyone with even a fundamental schooling in the theoretical aspects of business valuation.

Not only is the work light on theory, but it ignores generally accepted techniques in the discussion certain technical valuation concepts.

Anyone with a solid grounding in the core "Valuing A Business" textbook of Shannon Pratt, should save his money and, instead of buying this book, acquire some of the supplemental texts of Pratt, Reilly and Schweihs. They're more expensive, but worth it.

For someone who wants to understand business valuation and have a usable and accepted reference, buy Pratt's 4th Edition.

This book may have limited value to someone not active in the field who wants a very basic introduction, but reading it will give the reader only enough information to be confused if asked to apply what he has learned.

I have long believed that any organization without a cogent strategy is vulnerable. Too much strategic thinking these days is driven, in my opinion, by a desire to appeal to Wall Street investment bankers and analysts or by a dot.bomb-fueled fear of failure.

Strategy is a two-headed prong. It is creative enough to fashion a vision, while being disciplined enough to drive the vision into reality.

Mike Freedman defines the word as the 'framework of choices that determine the nature and direction of an organization.' It is a definition I like. The word 'framework' establishes boundaries and scope. 'Choices' are about products, services, markets and capabilities. 'Nature' describes the character of any organization. 'Direction' is the organization's course determined by choices about future products, services, customers and markets.

Notice that a decision is not strategic simply because it is long-term or involves mega-dollar expenditures. While these can be made within the strategic framework, only those decisions that change the framework are strategic.

Freedman says there are three critical aspects to a strategy:

1.A strategic vision is based on facts, informed assumptions and critical what-if thinking.
2.The vision must be communicated throughout the organization.
3.Its implementation must be monitored.

I particularly enjoyed the section on Strategic Master Project Planning. Freedman says the purpose of master project plan is to assess the necessary strategic initiatives, integrate the existing operation projects, identify project priority and interdict those projects which are out of line with the strategic vision.

This is a great book. As always, organizations that desire to survive and thrive will have to mast the art of strategy creation and implementation. The Kepner-Tregoe five phase model on which Freedman bases this book is a great foundation for organizations and managers who wish to begin the journey.

I have always been impressed by the work of the Kepner Tregore team because their methodologies really work. My first encounter with their work was the mastering and application of their decision making and problem solving strategies in the late 70's/early 80's, while I was a practising engineer. Subsequent fruitful encounters include Tregore's Vision at Work and Top Management Strategy (both of which are great works) when I was a General Manager. This book should have been available when I was still working in the corporate world. Anyway, I am very pleased to have bought and perused this wonderful book, which I will now add to my Strategic Thinking and Strategic Leadership bookshelf. I particularly enjoyed digesting the authors' practical approach to strategy formulation, which has been extensively covered in the book. The attendant case studies - field-tested - have been well selected and the process of working out their integrated model to help readers to understand - and eventually apply - has also been well crafted. I also like their way of posing pertinent questions to think through some of the process steps. All practising managers must get hold of this book. In terms of depth and breadth in the strategic thinking process, as well as the clarity in writing and presentation, I would rate this book in the same genre as Michel Robert's strategic thinking books. Across the board, the authors' writing in the book is crisp and succinct, and I really appreciate authors who write this way.

On the brink of layoff, I found this book at the library among the usual collection of books on resume' building, interviewing and job search. Reading the first chapters about downsizing I could see that this book was about my story, starting with the "On The Brink" experience of knowing something drastic is about to happen soon. Turns out the book is about the internal challenges and transitions involved in loosing a job, dealing with "what to do next" and how to make the journy to the next job a rewarding one.

Now I have my own copy from Amazon which I use most every day. It is very helpful.

I have just gone through a period of transition and this book was a great help to me. Much to my surprise, my experience really followed the stages described. I was completely blind-sided by a layoff. I found a reference to this book on one of the job search sites (I forget which) and it was highly praised. At first I was skeptical because it seemed a little too "new age" for me. But, boy was I in for an awakening. I worked through the exercises and watched as my unfolding mirrored the progression described. It wasn't always linear, one day I would be hopeful, the next back into despair and anger; but that is what is so good about this book. You can open it to whatever stage you're in and read (or re-read) the suggestions, exercises and activities that match your current condition or state of mind. The book also contains web site recommendations that are current and very useful and recommends other books that delve deeper into any one stage or state of mind. I am a more spiritual person as a result of my passage and the guidance provided by this book. And yes, in the end, I did "see the beacon" and stayed true to my course until I found the "new land". Thank you Ruth Luban! Good luck to everyone else that is on this journey. Find your true calling and horizons will open to you.

I would strongly recommend this book to anyone who has been retrenched, made redundant, involuntarily exited from the workplace or simply disillusioned with his or her workplace. A step by step manual on how to transition or transform yourself and make a comeback. Full of tips and suggestions, if you are a career hunter, it would be useful to have this text handy. Its got some stories of individuals' experiences and therefore this should be helpful in enabling you to make a move, if you are hesitating.

I have just finished reading this book, and felt compelled to tell how much these clear thoughts have helped me. Indeed, it would not be an exaggeration to say that I felt as if the book had been written it just for me !! I have recently returned from a "wilderness experience" in the Kimberley region, which would have to be one of the most spiritual places I have ever visited. I was given this book on the last day, and found I could relate very directly to so much of what is written about the "hero's quest". My life is now so much more meaningful - I am enthusiastic and full of energy. And I love it all ! I am 47, and have been working as a professional economist for over twenty years - and am also a farmer's wife and mother of two young daughters. I am now beginning to understand just what a "cocoon" of risk-averse options I had wrapped myself in - and how a bit of courage, self-awareness, and self-confidence can make such a difference. What a waste - but it's not too late to change the rest of my life. All of a sudden I am not madly trying to juggle all the usual things, but have identified my priorities and determined to introduce a bit of healthy "balance". And it works ! And so my deepest thanks to this contribution to my journey of self-discovery - an intensely personal learning. The future is looking good. I CAN make a contribution - and it will be truly fulfilling.

I had decided I was not going to like this book. I was wrong, Cairnes' book captures the Zeitgeist with a critique of traditional directive management. It illustrates the ethos of companies with insight with telling practical examples. The enterprise as a heartless machine is an anachronistic, inadequate notion in an increasingly unpredictable, uncertain environment. There are alternative ways to manage an enterprise and lead your team. Extract from BRW