Stress Management Power Point

When newspapers across the country reported Capital Cities Communications' stunningly successful bid for ABC, "The New York Times" asked a senior official at another of Capital Cities' recent acquisitions, Institutional Investor, if it was true that Capital Cities left management in place when it took over a firm. "I was a little skeptical when the company was bought," he conceded. "But they create a sense of trust. It's a wonderful motivational device." This concept of trust as a key to organizational effectiveness lies at the heart of "Radical Management," Samuel A. Culbert and John J. McDonough's challenging new book. For years, the authors point out, business has been enslaved to a "rational" model of management that asks only that executives meet narrow organizational goals, regardless of the needs and views of those they work with. But while this bottom-line mentality can produce satisfactory results on the balance sheet, in the workplace its effects are often disastrous -- breeding misunderstandings, hidden resentments, infighting, and even costly power struggles. Arguing that what many executives understand about the complex political forces at work in an organization "wouldn't fill the proverbial thimble," Culbert and McDonough propose a "radical" model of management: one that gives managers the insight they need into organizational politics to allow them to improve communication and share power. Generously illustrated with revealing case vignettes drawn from their extensive consulting experience, the authors' framework shows accomplished and prospective managers alike how to recognize and respect the inevitably differing talents, perspectives, and expectationsthat associates bring to their jobs. It reveals the enormously "subjective" influences at work in any organization and why they must be openly acknowledged and accommodated if managers are to promote cooperation and assure productivity.

For more than half a century, marketers have bombarded customers with more and more choices in products and services. What is the result? Unprecedented anxiety. Our mental circuit breakers are on overload. In fact, pioneering brand strategists Steven M. Cristol and Peter Sealey assert that we have reached our manageable threshold for making decisions -- and a watershed in product proliferation. In this path-breaking book, the authors argue with compelling evidence that the next generation of marketing successes will belong to those brands that simplify customers' lives or businesses in ways that are inextricably tied to brand and product positioning. They contend that if a brand is not reducing customer stress, it is creating it -- and it is vulnerable to losing market share to more customer-empathetic competitors. Writing especially for product or brand managers who are struggling to simplify their portfolios, Cristol and Sealey have created a breakthrough framework that is itself a lesson in simplicity. After presenting two essential guide-posts for managers to assess where their brand sits on the stress spectrum, the authors turn to the heart of Simplicity Marketing -- the 4 R's of simplification: Replace, Repackage, Reposition, and Replenish. Using scores of real-world company examples, Cristol and Sealey show how each of the 4 R's interacts with the others in powerful ways to relieve customer stress and how these strategies may be executed individually or in combination to build brand loyalty. Here for the first time are ten specific strategies to relieve customer stress through consolidating, aggregating, or integrating products and services, repositioning brands for morerelevance to stress reduction, and decluttering customers' decision-making requirements.

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stressmanagementpowerpoint

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