- Hardcover: 154 pages
- Publisher: Lexington Books (August 1994)
- Language: English
- ISBN-10: 002915345X
- ISBN-13: 978-0029153451
- Product Dimensions: 24.3 x 16.3 x 1.8 cm
- Shipping Weight: 404 g
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Product Details |
Product Description
From Library Journal
Hrebiniak (management, Wharton Sch. of Business) thoughtfully examines the glorification of individualism rampant in America's large business and government organizations and declares it a major contributor to our mediocre performance in today's global economy. He acknowledges that individualism has been a powerful positive force in shaping our nation but argues that the economic and social factors that reinforced individualism have been replaced by a sea change in the marketplace that encourages cooperation. Hrebiniak does not suggest gimmicky solutions. Instead, he offers examples illustrating the destructive effect individualistic policies have on organizations and pleads with managers to insist on cooperation and then reward those who use it. Managers of organizations large and small will recognize themselves in this book; one hopes that they have the courage to heed Hrebiniak's advice. Recommended for public and academic libraries.
Andrea C. Dragon, Coll. of St. Elizabeth, Convent Station, N.J.
Copyright 1994 Reed Business Information, Inc.
Andrea C. Dragon, Coll. of St. Elizabeth, Convent Station, N.J.
Copyright 1994 Reed Business Information, Inc.
From Booklist
It sounds so simple and so obvious as to be off-putting: that American corporations, or more specifically their workers, must learn to cooperate to succeed in a not-so-new global economy. Yet, as consultant and Wharton professor Hrebiniak points out, the historical emphasis on individual efforts in the U.S., the distrust and fear now permeating companies, and organizational structures and cultures militate against the success of teamwork. What is to be done? Understand the barriers to cooperation, plan through visionary leadership, promote interdependence and communication, and reward teamwork. Unfortunately, no case histories--except a few disguised as quotes here and there--serve to buttress the author's thesis. In addition, he tends toward the philosophical, and this eminently practical problem demands examples. A good start, though, for prompting changes in managerial thinking. Barbara Jacobs
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