America's Competitive Secret

by Judy B. Resener and Judy B. Rosener

Book Overview

The United States has a large number of well educated, experienced professional women ready, willing and able to move into the boardrooms and executive suites of corporate America. Together they represent a great, untapped economic resource, a resource no other country in the world can claim. This is America's competitive secret, argues Judy B. Rosener in this refreshingly pragmatic new book for managers who want to improve their bottom line.
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• Format: Hardcover
• Language: English
• ISBN: 0195080793
• ISBN13: 9780195080797
• Release Date: July 1995
• Publisher: Oxford University Press, USA
• Length: 256 Pages
• Weight: 1.12 lbs.
• Dimensions: 0.9" x 6.4" x 9.5"

Customer Reviews

Actually, No Longer a "Secret" But Still Underappreciated

First published in 1995 by Oxford University Press, America's Competitive Secret suggests how to utilize women as a management strategy. It was an excellent idea then and an even better idea now as globalization initiatives of American companies increase and intensify. In the Preface, author Judy B. Rosener explains that her book is intended for executives and managers "who want to improve their organization's bottom line, and for women who wonder why their career paths so often seem to be shaped by the fact that they are female." Note the reference to "bottom line." For Rosener, it is prudent to leverage the talents of professional women" inorder to create "more innovative, productive, and profitable organizations." Also, for male executives, the principle of enlightened self-interest is relevant to their own success. It makes absolutely no sense to under-utilize the talents of women professionals, especially as the global economy continues to expand so rapidly and extensively. Rosabeth Kanter agrees: "Whatever the duration and objectives of business alliances,...in the global economy, a well-developed ability to create and sustain fruitful collaborations gives companies a significant competitive leg up." Hence the importance of women. As Connie Glaser and Barbara Steinberg Smalley suggest in Swim with the Dolphins, the female temperament is better suited than is the male's to concluding "win-win" negotiations, resolving conflicts, reaching consensus, preferring to cooperate and collaborate rather than compete, keeping an open mind, asking direct and relevant but not insulting questions, etc. Rosener describes the female temperament in terms of "consensus building, power sharing, and comfort with ambiguity." She examines five "stages" through which organizations must proceed if they are to undergo the transformation required by new realities as well as opportunities: Stage One: Staying Out of Trouble Stage Two: We Need to React Stage Three: It's a Case of Survival Stage Four: It's the Right Thing to Do Stage Five: It's Part of Our Culture Females as well as males within an organization will proceed from one stage to the next at varying speeds and within varying timeframes. Fair enough. However, all must reach Stage Five. Rosener recommends that, from both a strategic and financial point of view, structural reorganization "should be undertaken in concert with efforts to rectify female underutilization. Flexibility and diversity are two keys to competitive advantage, and both are closely related to the underutilization issue." So much in the business world has changed since 1995 when this book was first published. However, many American companies and most companies in other countries have yet to take full advantage of -- and reward appropriately -- the talents of women. The companies which do so have a significant competitive advantage, a "secret weapon" if you will. Professional women know at which companies they will be appreciated and rewarded,

It's About the Bottom Line, Stupid!

First published in 1995 by Oxford University Press, America's Competitive Secret suggests how to utilize women as a management strategy. It was an excellent idea then and an even better idea now as globalization initiatives of American companies increase and intensify. In the Preface, author Judy B. Rosener explains that her book is intended for executives and managers "who want to improve their organization's bottom line, and for women who wonder why their career paths so often seem to be shaped by the fact that they are female." Note the reference to "bottom line." For Rosener, it is prudent to leverage the talents of professional women" inorder to create "more innovative, productive, and profitable organizations." Also, for male executives, the principle of enlightened self-interest is relevant to their own success. It makes absolutely no sense to under-utilize the talents of women professionals, especially as the global economy continues to expand so rapidly and extensively. Rosabeth Kanter agrees: "Whatever the duration and objectives of business alliances,...in the global economy, a well-developed ability to create and sustain fruitful collaborations gives companies a significant competitive leg up." Hence the importance of women. As Connie Glaser and Barbara Steinberg Smalley suggest in Swim with the Dolphins, the female temperament is better suited than is the male's to concluding "win-win" negotiations, resolving conflicts, reaching consensus, preferring to cooperate and collaborate rather than compete, keeping an open mind, asking direct and relevant but not insulting questions, etc. Rosener describes the female temperament in terms of "consensus building, power sharing, and comfort with ambiguity."She examines five "stages" through which organizations must proceed if they are to undergo the transformation required by new realities as well as opportunities: Stage One: Staying Out of Trouble Stage Two: We Need to React Stage Three: It's a Case of Survival Stage Four: It's the Right Thing to Do Stage Five: It's Part of Our CultureFemales as well as males within an organization will proceed from one stage to the next at varying speeds and within varying timeframes. Fair enough. However, all must reach Stage Five. Rosener recommends that, from both a strategic and financial point of view, structural reorganization "should be undertaken in concert with efforts to rectify female underutilization. Flexibility and diversity are two keys to competitive advantage, and both are closely related to the underutilization issue." So much in the business world has changed since 1995 when this book was first published. However, many American companies and most companies in other countries have yet to take full advantage of -- and reward appropriately -- the talents of women. The companies which do so have a significant competitive advantage, a "secret weapon" if you will. Professional women know at w