America's Competitive Secret: Women Managers (Paperback)

by Judy B. Rosener (Author) "This book proposes an audacious idea: that leveraging the talents of professional women will lead to more innovative, productive, and profitable organizations..." (more)
Key Phrases: female underutilization, underutilization issue, sexual static, United States, New York, Wall Street Journal (more...)

Editorial Reviews

Review

"Rosener addresses the topic head-on and shows us all how to come out winners."--Atlanta Small Business Monthly
"Men who work with and for women, and women who work with and for men, should read Judy B. Rosener's book. Why? Because it is a straightforward and readable guide that will help each side understand the other's attitude about women in management."--The Washington Post


Product Description
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, representing a great, untapped economic 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.

A leading expert on women and men at work and a highly sought-after speaker, Rosener argues that not only are men and women different, so are male and female managers. Drawing on in-depth interviews with top-flight executives and middle managers and the latest research on working women and organizational change, she describes the unique contribution of female professionals. Her profiles of top women managers reveal that they cope well with ambiguity, are comfortable sharing power, and they tend to empower others--leadership traits that Rosener contends lead to increased employee productivity, innovation, and profits.

As businesses today struggle with corporate reorganization and an increasingly diverse workforce, America's Competitive Secret offers compelling evidence that the changes that help organizations more fully utilize the talents of women are the same changes that will give them an important edge in today's fast-changing, service oriented, global workplace.

See all Editorial Reviews

Product Details

• Paperback: 256 pages
• Publisher: Oxford University Press, USA (March 5, 1998)
• Language: English
• ISBN-10: 0195119142
• ISBN-13: 978-0195119145
• Product Dimensions: 7.8 x 5.6 x 0.6 inches
• Shipping Weight: 7.2 ounces (View shipping rates and policies)
• Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
• Amazon.com Sales Rank: #424,229 in Books (See Bestsellers in Books)

  Popular in this category: (What's this?)

  #54 in

  Books > Business & Investing > Women & Business > Management & Leadership

Customer Reviews

Most Helpful Customer Reviews

7 of 8 people found the following review helpful:

5.0 out of 5 stars Actually, No Longer a "Secret" But Still Underappreciated, August 24, 2001

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 50 REVIEWER)    (REAL NAME)

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, where there are the greatest opportunities for their personal as well as professional growth. It is no coincidence that these are the same companies which, year after year, are the most profitable in their respective industries. At least until now, many of our nation's companies seem unaware of or indifferent to this "competitive secret."