Thomas A. Carey

The Use of Teams in an Undergraduate Management Program

The popular management literature reports an increasing emphasis on the use of teams by business firms. Moreover, corporate recruiters often remark that they are looking for college graduates who can work effectively in teams and understand management processes. This article describes the operation of a two-course undergraduate management program in which students gain experience working as managers, subordinates, and peers in team settings. The program has been in existence for more than 25 years and has been well received by both students and employers.

The WarRoom Guide to Competitive Intelligence

The article presents a review of the book “The WarRoom Guide to Competitive Intelligence,” by Steven M. Shaker and Mark P. Gembicki.

Identity is Destiny: Leadership and the Roots of Value Creation

This article presents a review of the book “Identity Is Destiny: Leadership and the Roots of Value Creation,” by Laurence D. Ackerman.

Dealing with the New Russia: Management Cultures in CollisionDealing with the New Russia: Management Cultures in Collision By HoldenNigel, CooperCary, and CarrJennifer. Chichester, England: John Wiley & Sons Ltd, 1998. 290 pages, hard cover,

The article reviews the book “Dealing With the New Russia: Management Cultures in Collision,” by Nigel Holden, Cary Cooper and Jennifer Carr.

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The article reviews the book “Beyond Certainty: The Changing Worlds of Organizations,” by Charles Handy.

Beyond Certainty: The Changing Worlds of Organizations

Managers have traditionally concentrated on the offensive aspects of strategic planning. With a few important exceptions, the strategic planning literature is also heavily weighted toward offensive considerations. Yet two fields to which business is frequently compared, the military and sports, often give defensive considerations as much emphasis as offensive ones. The purpose of this article is to stress the importance of defensive considerations in strategic planning. A risk‐threat matrix is developed which managers can use as a guide to formulating defensive strategies to counter the full range of potentially detrimental situations their firms may face.

The Risk‐Threat Matrix: Key to Defensive Strategy

The development of a business strategy is widely believed to be one of the major responsibilities of the chief executive officer. Yet, an effective strategy can accomplish nothing unless it is effectively communicated, and communicating strategy effectively is a major stumbling block for many CEOs. The troops simply won’t follow if they don’t know where they are going and what they are to do.