Zingermans's Best Day--and Its Worst -- How The Deli Came To Life -- A Tour of Zingerman's Deli -- Guiding Principles -- Service on Every Level -- A Community of Businesses -- Mail Order -- The Bakehouse -- Coffee and Candy and Cheese -- What It's Like to Work at Zingerman's -- Teaching Others -- Camp Bacon and Guests -- The Pandemic Strikes -- The Future of Zingerman's -- Epilogue: Zingerman's Vision for 2032.
An in-depth, hard-hitting account of the mistakes, miscalculations and myopia that have doomed America’s automobile industry. In the 1990s, Detroit’s Big Three automobile companies were riding high. The introduction of the minivan and the SUV had revitalized the industry, and it was widely believed that Detroit had miraculously overcome the threat of foreign imports and regained its ascendant position. As Micheline Maynard makes brilliantly clear in THE END OF DETROIT, however, the traditional American car industry was, in fact, headed for disaster. Maynard argues that by focusing on high-profit trucks and SUVs, the Big Three missed a golden opportunity to win back the American car-buyer. Foreign companies like Toyota and Honda solidified their dominance in family and economy cars, gained market share in high-margin luxury cars, and, in an ironic twist, soon stormed in with their own sophisticatedly engineered and marketed SUVs, pickups and minivans. Detroit, suffering from a “good enough” syndrome and wedded to ineffective marketing gimmicks like rebates and zero-percent financing, failed to give consumers what they really wanted—reliability, the latest technology and good design at a reasonable cost. Drawing on a wide range of interviews with industry leaders, including Toyota’s Fujio Cho, Nissan’s Carlos Ghosn, Chrysler’s Dieter Zetsche, BMW’s Helmut Panke, and GM’s Robert Lutz, as well as car designers, engineers, test drivers and owners, Maynard presents a stark picture of the culture of arrogance and insularity that led American car manufacturers astray. Maynard predicts that, by the end of the decade, one of the American car makers will no longer exist in its present form.
Today, many Americans regard globalization as a significant threat to our work force, and to our very way of life. As unemployment soars, the American automotive and manufacturing industries crumble, countless jobs continue to ship overseas, and the retail sector faces the worst slump in decades, cries of “Buy American” have grown louder and louder - in our communities, in the headlines, and in the halls of Washington. But at a time when an Italian company has bailed out one of our oldest and most iconic automakers; a French-German consortium is closing in on a multibillion dollar military contract to build our tanker planes and helicopters; companies based everywhere from Switzerland to India to Belgium are stocking our grocery aisles; and the assets of some of our most venerable financial institutions have been stripped down and bought up by banks from Hong Kong and London, what does “Buy American” mean any more? That said, there is a great deal of discomfort about the influence that foreign companies are exerting on our economy. Are they making us more competitive in the global marketplace, or less? Are they creating jobs for Americans, or importing their own workforces? Are they a threat to our national security, or are they bringing us technology that actually makes us safer? When they open plants and factories on our shores, are they siphoning money from our economy, or bolstering it? In welcoming their investments, are we, as some critics contend, selling our economy to the highest bidder? In THE SELLING OF THE AMERICAN ECONOMY, New York Times senior business correspondent Micheline Maynard argues that despite the lingering xenophobia that colors American perception of foreign-owned companies, foreign investments are actually an overwhelmingly positive force. Not only do they create thousands of jobs and pump billions of dollars into national and local economies, she says, they reinvigorate and strengthen communities, foster innovation and diversity in the marketplace, and teach Americans new ways to live and work. At a time when our most cherished home-grown institutions, still reeling from the financial crisis, are downsizing, shuttering plants and factories, and filing for bankruptcy, the need for foreign investment has never been greater. In this compelling narrative, Maynard shows that if we are in fact selling our economy to the highest bidder, this may be very good news for America. Through moving stories of workers whose lives have been transformed by the arrival of companies like Toyota, Airbus, and Tata, probing interviews with a host of government officials and local leaders who have fought to lure foreign companies to their communities and states, and revealing conversations with both American and foreign executives (including a rare and hard-won visit with Toyota’s elusive young new president) Maynard paints a fascinating portrait of the paradigm shift that is transforming the American economy - and remaking the American dream.
A Breakthrough Look At What—And Who—Are Guiding The Long-Term Success Of Today's Leading Manufacturing Companies. "Micheline Maynard supplies us with an inside view of how some of the world's top manufacturers are fundamentally transforming themselves for the twenty-first century. The Global Manufacturing Vanguard is a must read for serious business leaders. It provides a clear account of the changes underway along with a powerful set of practical lessons." —Noel Tichy, Professor, University of Michigan Business School author, The Leadership Edge: How Winning Companies Build Leaders at Every Level. "The Global Manufacturing Vanguard is well written, highly contemporary, and brings a true sense of the incredible dynamic emerging in global manufacturing." —David Cole, Director, Office for the Study of Automotive Transportation, University of Michigan Research Institute. "Anyone concerned with the economic future should put The Global Manufacturing Vanguard at the top of their reading list!" —David L. Gregory, Professor of Law, St. John's University. In the increasingly treacherous global environment, where years of carefully laid plans can be destroyed by a single day's market turmoil, a select group of companies stands apart. These are members of the "Global Manufacturing Vanguard": top-notch companies that are setting new standards in their industries by combining clearly conceived processes, leading-edge technology, and seamless people management with ultra-clear values, courageous leadership, and innovative directions. In this groundbreaking book, award-winning business journalist and USA Today Detroit Bureau Chief Micheline Maynard outlines the strategies and techniques that have led companies like Toyota, General Electric, Sony, and Dana to achieve unprecedented levels of manufacturing success. Much of this success is taking place outside of the world's traditional manufacturing battlegrounds in Japan, the United States, and Germany. Today, vanguard members are branching out to lesser known places like Rosario, Argentina; Graz, Austria; and Vance, Alabama. Though their factories vary in size, investment, and product line, members of the vanguard share a unique set of common traits that is the secret to attaining —and maintaining —long-term leadership. As Maynard writes, "Vanguard companies have banished the phrase, 'We can't do business there because. . . .' To the vanguard, no market is too expensive, no consumer undesirable, no trade barriers too daunting, and no location too remote. It is not because these companies are reckless. It is because a willingness to take calculated risks is a part of their corporate personality." The Global Manufacturing Vanguard goes behind the scenes of plants throughout the United States, Europe, Asia, and Latin America to illustrate how vanguard members have effectively capitalized on these risks—and offers advice on how other companies can do the same. With information and insight drawn from Maynard's extensive research and first-hand observations, this book offers a detailed blueprint that takes readers through several vital steps, such as creating executive vision, building financial strength, properly utilizing people, and, most significantly, developing a sound manufacturing process unique to a company's own culture. In a lively and exclusive look at Toyota's hiring process, Maynard also brings readers right to the assembly line to experience the incredible and complex demands put on its potential workers. To help readers better understand exactly how companies can reach vanguard status, the book features candid interviews with executives responsible for their organizations' outstanding success. Offering their unique perspectives are CEOs such as Toyota's Hiroshi Okuda, Investor AB's Percy Barnevik, Dana's Southwood "Woody" Morcott, and Cummins Engine's James Henderson. Some of the world's best-known manufacturing experts, such as author James Womack, Chrysler executive Dennis Pawley, and Lantech chief Pat Lancaster are featured, as are innovative labor leaders and assembly line workers. An insightful examination of the practices, people, and performances of today's global leaders in manufacturing, The Global Manufacturing Vanguard is a dynamic, action-oriented book that will benefit managers at any level.
Zingermans's Best Day--and Its Worst -- How The Deli Came To Life -- A Tour of Zingerman's Deli -- Guiding Principles -- Service on Every Level -- A Community of Businesses -- Mail Order -- The Bakehouse -- Coffee and Candy and Cheese -- What It's Like to Work at Zingerman's -- Teaching Others -- Camp Bacon and Guests -- The Pandemic Strikes -- The Future of Zingerman's -- Epilogue: Zingerman's Vision for 2032.
An in-depth, hard-hitting account of the mistakes, miscalculations and myopia that have doomed America’s automobile industry. In the 1990s, Detroit’s Big Three automobile companies were riding high. The introduction of the minivan and the SUV had revitalized the industry, and it was widely believed that Detroit had miraculously overcome the threat of foreign imports and regained its ascendant position. As Micheline Maynard makes brilliantly clear in THE END OF DETROIT, however, the traditional American car industry was, in fact, headed for disaster. Maynard argues that by focusing on high-profit trucks and SUVs, the Big Three missed a golden opportunity to win back the American car-buyer. Foreign companies like Toyota and Honda solidified their dominance in family and economy cars, gained market share in high-margin luxury cars, and, in an ironic twist, soon stormed in with their own sophisticatedly engineered and marketed SUVs, pickups and minivans. Detroit, suffering from a “good enough” syndrome and wedded to ineffective marketing gimmicks like rebates and zero-percent financing, failed to give consumers what they really wanted—reliability, the latest technology and good design at a reasonable cost. Drawing on a wide range of interviews with industry leaders, including Toyota’s Fujio Cho, Nissan’s Carlos Ghosn, Chrysler’s Dieter Zetsche, BMW’s Helmut Panke, and GM’s Robert Lutz, as well as car designers, engineers, test drivers and owners, Maynard presents a stark picture of the culture of arrogance and insularity that led American car manufacturers astray. Maynard predicts that, by the end of the decade, one of the American car makers will no longer exist in its present form.
Today, many Americans regard globalization as a significant threat to our work force, and to our very way of life. As unemployment soars, the American automotive and manufacturing industries crumble, countless jobs continue to ship overseas, and the retail sector faces the worst slump in decades, cries of “Buy American” have grown louder and louder - in our communities, in the headlines, and in the halls of Washington. But at a time when an Italian company has bailed out one of our oldest and most iconic automakers; a French-German consortium is closing in on a multibillion dollar military contract to build our tanker planes and helicopters; companies based everywhere from Switzerland to India to Belgium are stocking our grocery aisles; and the assets of some of our most venerable financial institutions have been stripped down and bought up by banks from Hong Kong and London, what does “Buy American” mean any more? That said, there is a great deal of discomfort about the influence that foreign companies are exerting on our economy. Are they making us more competitive in the global marketplace, or less? Are they creating jobs for Americans, or importing their own workforces? Are they a threat to our national security, or are they bringing us technology that actually makes us safer? When they open plants and factories on our shores, are they siphoning money from our economy, or bolstering it? In welcoming their investments, are we, as some critics contend, selling our economy to the highest bidder? In THE SELLING OF THE AMERICAN ECONOMY, New York Times senior business correspondent Micheline Maynard argues that despite the lingering xenophobia that colors American perception of foreign-owned companies, foreign investments are actually an overwhelmingly positive force. Not only do they create thousands of jobs and pump billions of dollars into national and local economies, she says, they reinvigorate and strengthen communities, foster innovation and diversity in the marketplace, and teach Americans new ways to live and work. At a time when our most cherished home-grown institutions, still reeling from the financial crisis, are downsizing, shuttering plants and factories, and filing for bankruptcy, the need for foreign investment has never been greater. In this compelling narrative, Maynard shows that if we are in fact selling our economy to the highest bidder, this may be very good news for America. Through moving stories of workers whose lives have been transformed by the arrival of companies like Toyota, Airbus, and Tata, probing interviews with a host of government officials and local leaders who have fought to lure foreign companies to their communities and states, and revealing conversations with both American and foreign executives (including a rare and hard-won visit with Toyota’s elusive young new president) Maynard paints a fascinating portrait of the paradigm shift that is transforming the American economy - and remaking the American dream.
Ishay recounts the struggle for human rights across the ages, from the Mesopotamian Codes of Hammurabi to the era of globalization. She illustrates how the history of human rights has evolved from one era to the next through texts, cultural traditions, & creative expression.
This book presents a comprehensive guide to applying Meier and Boivin's Self-in-Relationship Psychotherapy model to clinical work with individuals, couples, families and children. The central theme of the book is that the paradigm of affects, cognitive processes and behaviors that informs current psychotherapy approaches needs to be broadened to include core self, relational and physical intimacy needs as motivating factors in psychotherapy. Drawing on multiple influences including relational psychoanalysis, the authors illustrate how to work with core needs when providing therapy to children and adults. They establish that core needs are universal, and their realizations are essential for healthy living and argue that clients achieve the healthiest outcomes by finding a way to balance the self alongside their relations with others. The concept of core self, relational and physical intimacy needs is what binds all the chapters in this book and makes it unique among psychotherapy approaches. With a clear transtheoretical approach and rich clinical vignettes, this book is core reading for any psychotherapists, psychoanalyst, or practicing psychologists.
A surprisingly hopeful assessment of the prospects for human rights in the Middle East, and a blueprint for advancing them The enormous sense of optimism unleashed by the Arab Spring in 2011 soon gave way to widespread suffering and despair. Of the many popular uprisings against autocratic regimes, Tunisia's now stands alone as a beacon of hope for sustainable human rights progress. Libya is a failed state; Egypt returned to military dictatorship; the Gulf States suppressed popular protests and tightened control; and Syria and Yemen are ravaged by civil war. Challenging the widely shared pessimism among regional experts, Micheline Ishay charts bold and realistic pathways for human rights in a region beset by political repression, economic distress, sectarian conflict, a refugee crisis, and violence against women. With due attention to how patterns of revolution and counterrevolution play out in different societies and historical contexts, Ishay reveals the progressive potential of subterranean human rights forces and offers strategies for transforming current realities in the Middle East.
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.