Manajemen | Fakultas Ekonomi Universitas Maritim Raja Ali Haji joeb.83.4.246-248_2
Journal of Education for Business
ISSN: 0883-2323 (Print) 1940-3356 (Online) Journal homepage: http://www.tandfonline.com/loi/vjeb20
Book Review
James L. Morrison
To cite this article: James L. Morrison (2008) Book Review, Journal of Education for Business,
83:4, 246-248, DOI: 10.3200/JOEB.83.4.246-248
To link to this article: http://dx.doi.org/10.3200/JOEB.83.4.246-248
Published online: 07 Aug 2010.
Submit your article to this journal
Article views: 9
View related articles
Full Terms & Conditions of access and use can be found at
http://www.tandfonline.com/action/journalInformation?journalCode=vjeb20
Download by: [Universitas Maritim Raja Ali Haji]
Date: 11 January 2016, At: 23:11
BOOKREVIEW
Christopher,WilliamF.Holistic
Management:ManagingWhatMatters
forCompanySuccess.Hoboken,NJ:
Wiley,2007,503pp.ISBN:978-0-47174063-6.$99.95.
Downloaded by [Universitas Maritim Raja Ali Haji] at 23:11 11 January 2016
I
n Holistic Management: Managing
What Matters for Company Success, William F. Christopher presents a
new approach to managing an organization whether it is in the nonprofit,
for-profit, or public sector. Specifically,
Christopher builds a relation between
tworecentlydevelopedmanagerialareas
that can significantly improve organizational performance: system science and
key performance parameters. He refers
to this approach as providing holistic
understanding of management. Thus,
the focus is on assisting individuals in
an organization to prepare for change,
innovation, and growth by building on
traditionalprinciplesofmanagementthat
typically have focused on the functions
of planning, organizing, implementing,
andassessingorganizationalactivities.
Christopher argues that systems
thinking provides a holistic view of
how aspects of an organization relate
to one another and how everything
works.Hebuildsonthereadilyaccepted adage that a system is much more
thanthesumofitsparts.Theprimary
purposeofsystemsthinkingisthecreation of value for customers in ways
that enable the company to achieve
sustainable profitability. The author,
therefore, presents those technologies
andmethodsnecessarytoachievethis
objectivebymeansoflinkingspecific
keyperformanceparametersthatwere
derivedfromPeterDrucker’sclassical
measures for assuring organizational
sustainability. Drucker’s eight principles for success are (a) market position, (b) productivity, (c) innovation,
(d) physical and financial resources,
(e) manager performance, (f) worker
performance,(g)publicresponsibility,
and(h)profitability.
246
JournalofEducationforBusiness
In chapter 1, Christopher provides a
framework of the holistic approach to
the study of management and how it
may be applied to advance organizational goals. In addition, he introduces
theconceptandcyberneticsthatreflect
thescienceofcommunicationandcontrol. He describes them as two criticalcomponentstosystemsthinking.In
this regard, Christopher characterizes
a system as having either homeostasis,
a tendency for managers to maintain
an organization in its present state, or
heterostasis,atendencyforindividuals
in an organization to promote change
and improvement. In chapter 2, Christopher builds on Stafford Beer’s viable
system model (VSM) to generate his
ownmodelforsystemsanalysis.Viable
systemmodelingprovidesaframework
to dissect an organization’s structure
and, specifically, the internal environments within its boundaries. In chapter 3, Christopher includes a number
of examples that demonstrate how
Beer’sVSMmaybeappliedtoimprove
performance.
In chapter 4, Christopher introduces
his seven key performance areas that
determineeveryorganization’ssuccess.
These performance keys for success,
derived from Drucker’s classical performance theory, are (a) creating customers, (b) innovation, (c) quality and
productivity, (d) physical and financial
resources, (e) organization capability,
(f) public and environment responsibility, and (g) profitability. The next 7
chaptersaredevotedtoelaboratingeach
oftheseaspectsofmanagement.
For example, in chapter 5, Christopher focuses on planning and continuous budgeting as a new version of
controlling an organization’s finances.
Christopher argues that this is more
effective than adhering to producing
oneannualbudgeteachyear.Inchapter
6, he promotes what he refers to as a
vital performance key related to creating and maintaining customer satisfactionoverthelongrun.Inchapter7,he
emphasizestheneedtoproducequality
products and services through continuousimprovement.Inchapter8,Christopherpromotestheneedtobeinnovative
byseekingnewanddifferentstrategies
for delivering on expectations held by
important stakeholders. In chapter 9,
he discusses the soft side of management in assuring that individuals work
togethereffectivelytotrainandprepare
themtoeventuallyassumeseniorleadership positions in an organization. In
chapter10,hediscusseshowimportant
itisformanagerstorelatesuccessfully
to the leadership in local communities
and to representatives at all levels of
government.Last,inchapter11,Christopher integrates significant economic
principles into his final performance
indicator that, when adopted, enhance
thelikelihoodofachievingprofitability
andenhancingshareholdervalue.
Thebookpresentsusefulknowledge
aboutthemostcurrentthinkinginmanagerialeffectiveness.Christophertriesto
assistthereaderinapplyingtheknowledge presented in the book through
discovery learning and repetition. In
presenting what is identified as a new
systems science for managing business
operations, the objective is to increase
what is delineated as an organization’s
greatestasset(i.e.,theintellectualcapabilityofitsmanagers).Withthisvision
asabackdrop,Christopherengagesthe
reader at a personal level to apply the
new systems science to everyday practices by addressing issues presented
throughavarietyofcasestudies.There
are numerous opportunities throughout
thebooktotestone’sunderstandingof
the systems science approach to management. Thus, Christopher combines
cutting-edgeknowledge,personalexperience, and common sense in putting
forthapracticalbookonmanagement.
Thebook,however,isnotforeveryone. The intensity of the writing style,
case studies, and models discussed
require an ability to comprehend some
difficultandchallengingmaterialwithin
Downloaded by [Universitas Maritim Raja Ali Haji] at 23:11 11 January 2016
the context of managerial responsibilities. Therefore, although Christopher
appears to target the managers who
wanttoupgradetheirunderstandingof
how to analyze existing organizational issues, he also has put together an
offeringforundergraduatesinbusiness
programswhoareseekingamoreintensive study in systems thinking. Therefore,thebookmayalsobeappropriate
for faculty seeking to help produce a
future group of managers who desire
to reshape existing business models.
The methods, tools, and technologies
discussed throughout the book repre-
sent the most current thinking in the
field.Thisholisticapproachtostudying
managementprovidesanopportunityto
advanceanorganization’sprowess.
Thetwointriguingaspectsofthetext
are the focus on the concepts of selforganizationandself-control.Inanera
when change can be so dramatic and
continuous, managers need the ability
to quickly react to competitive challenges.Therefore,theneedtowaitfor
those in senior management to finalize decisions typical of the industrial
model of the past may no longer be
appropriate today. Having the capabil-
�
�
�
�
�
�
�
itytochangedirectionandtohaveunits
in an organization control their own
operations may provide the flexibility
required to advance the likelihood of
success.Thebookisanexcellentreferenceforbuildingindividualcapacityto
understand the managerial principles
behind the decision-making process
required to cope with change and the
disruptionsthatensue.
JamesL.Morrison
UniversityofDelaware
Newark,DE
Copyright©2008HeldrefPublications
�
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March/April2008
247
Journal
of
E ducation
B usiness
for
Downloaded by [Universitas Maritim Raja Ali Haji] at 23:11 11 January 2016
ScopeofJEB
TheJOURNALOFEDUCATIONFOR
BUSINESSfeaturesoriginalbasicandappliedresearch
articlesinaccounting,communications,economics,finance,
informationsystems,informationtechnology,management,
managementinformationsystems(MIS),marketing,and
emergingdisciplines.Articlesareselectedthroughablind
peer-reviewprocess.
Thejournalentertainsarticlesthatdealwithsignificant
trendsandissuesaffectingeducationforbusiness;curriculumdevelopmentandevaluationofeducationalprogramsin
traditionalandnontraditionalsettings;theprocessofinstructioninaccountingandfinance,businessfundamentals(math,
law,economics,communications,organization),consumer
economics,management,marketing,microcomputers,and
officesystems(officesupportstafftraining,information
processing).Articlesreviewandreportonsuccessfulinnovationsandpractice,proposetheoreticalformulations,oradvocatepositionsonimportantandcontroversialissues.
InstructionstoContributors
Contributorsshouldsubmitablindedcopyoftheirmanuscripttohttp://mc.manuscriptcentral.com/
heldref/jebs
Includethenamesandcontactinformationforall
authorsinaseparatecoverletter;thisfileshouldbesubmittedinthespaceprovidedforcoverlettersorattached
asaseparatefiledesignated“notforreview.”
Authorsshouldprovideuptofivekeywordsforindexing(exceptforbookreviews)andadheretothePublication
Manual,5thed.,AmericanPsychologicalAssociation,Washington,DC,2001,forstyleguidelinesinthepreparationof
manuscripts.
Oncereceived,manuscriptsarereviewedbyaconsulting
editorandoneoftheexecutiveeditors.Thereviewprocess
takesapproximately3months.Authorsofacceptedmanuscriptsreceivecomplimentaryonlineaccesstotheissuein
whichtheirarticleorreviewappears.
RegularManuscripts
Regularmanuscriptsshouldnormallynotexceed4,000
words,shouldnotbesimultaneouslysubmittedelsewhere,
andshouldnothavebeenpreviouslypublished.Ifdata
havebeenusedinapriorstudy,authorsmustindicate
thatthenewstudyisafollow-uptothepreviousone.
•Submitblindedcopiesofanytablesandfiguresasseparate
files.
•Reproductionsoffigures(graphsandcharts)maybesubmittedforreviewpurposes,buttheoriginalsmustbesuppliedifthemanuscriptisacceptedforpublication.Tables
andfiguresshouldbepreparedinaccordancewiththe
instructionsgivenintheAPA’sPublicationManual(seepp.
120–162).
•Avoidexplanatorynoteswheneverpossiblebyincorporatingtheircontentintothetext.Foressentialnotes,identify
themwithconsecutivesuperscriptsandlisttheminasectionentitledNOTESattheendofthetext.
•Anabstractof75–100wordsshouldbeprovidedonthe
firstpage.
RevisionsnotpreviouslysubmittedonManuscriptCentral
mustbesubmittedasnewmanuscriptsandwillbegivennew
manuscriptnumbers.Forreferencepurposes,pleaseindicatethepreviousmanuscriptnumberwhereprompted
todoso.Thereviseddocumentshouldshowallchanges
(e.g.,inTrackChangesoradifferentfontcolor).Please
alsoincludeablindedcopyoftheresponsetothereviewers’
comments,whichshouldbesubmittedasa“supplementary
fileforreview.”Aswithallsubmissions,thenamesandcontactinformationforauthorsshouldappearonlyinthecover
letter.
BookReviews
•Bookreviewsmustbebetween1,250and1,500words.
Thefocusofbookreviewedmustdirectlyrelatetoissues
coveredinthejournal.
•Includethebookauthor,title,ISBNnumber,cost,publisher,edition,anddatepublished.
•Reviewsshouldincludethefollowingelements:scopeof
textandtargetmarket;levelofexperiencerequiredforthe
reader;typeofinformationprovidedinthetext;maintopicsincludedinthetext;alistingofthebook’sstrengthsand
weaknesses;recommendationforitsuse.
ISSN: 0883-2323 (Print) 1940-3356 (Online) Journal homepage: http://www.tandfonline.com/loi/vjeb20
Book Review
James L. Morrison
To cite this article: James L. Morrison (2008) Book Review, Journal of Education for Business,
83:4, 246-248, DOI: 10.3200/JOEB.83.4.246-248
To link to this article: http://dx.doi.org/10.3200/JOEB.83.4.246-248
Published online: 07 Aug 2010.
Submit your article to this journal
Article views: 9
View related articles
Full Terms & Conditions of access and use can be found at
http://www.tandfonline.com/action/journalInformation?journalCode=vjeb20
Download by: [Universitas Maritim Raja Ali Haji]
Date: 11 January 2016, At: 23:11
BOOKREVIEW
Christopher,WilliamF.Holistic
Management:ManagingWhatMatters
forCompanySuccess.Hoboken,NJ:
Wiley,2007,503pp.ISBN:978-0-47174063-6.$99.95.
Downloaded by [Universitas Maritim Raja Ali Haji] at 23:11 11 January 2016
I
n Holistic Management: Managing
What Matters for Company Success, William F. Christopher presents a
new approach to managing an organization whether it is in the nonprofit,
for-profit, or public sector. Specifically,
Christopher builds a relation between
tworecentlydevelopedmanagerialareas
that can significantly improve organizational performance: system science and
key performance parameters. He refers
to this approach as providing holistic
understanding of management. Thus,
the focus is on assisting individuals in
an organization to prepare for change,
innovation, and growth by building on
traditionalprinciplesofmanagementthat
typically have focused on the functions
of planning, organizing, implementing,
andassessingorganizationalactivities.
Christopher argues that systems
thinking provides a holistic view of
how aspects of an organization relate
to one another and how everything
works.Hebuildsonthereadilyaccepted adage that a system is much more
thanthesumofitsparts.Theprimary
purposeofsystemsthinkingisthecreation of value for customers in ways
that enable the company to achieve
sustainable profitability. The author,
therefore, presents those technologies
andmethodsnecessarytoachievethis
objectivebymeansoflinkingspecific
keyperformanceparametersthatwere
derivedfromPeterDrucker’sclassical
measures for assuring organizational
sustainability. Drucker’s eight principles for success are (a) market position, (b) productivity, (c) innovation,
(d) physical and financial resources,
(e) manager performance, (f) worker
performance,(g)publicresponsibility,
and(h)profitability.
246
JournalofEducationforBusiness
In chapter 1, Christopher provides a
framework of the holistic approach to
the study of management and how it
may be applied to advance organizational goals. In addition, he introduces
theconceptandcyberneticsthatreflect
thescienceofcommunicationandcontrol. He describes them as two criticalcomponentstosystemsthinking.In
this regard, Christopher characterizes
a system as having either homeostasis,
a tendency for managers to maintain
an organization in its present state, or
heterostasis,atendencyforindividuals
in an organization to promote change
and improvement. In chapter 2, Christopher builds on Stafford Beer’s viable
system model (VSM) to generate his
ownmodelforsystemsanalysis.Viable
systemmodelingprovidesaframework
to dissect an organization’s structure
and, specifically, the internal environments within its boundaries. In chapter 3, Christopher includes a number
of examples that demonstrate how
Beer’sVSMmaybeappliedtoimprove
performance.
In chapter 4, Christopher introduces
his seven key performance areas that
determineeveryorganization’ssuccess.
These performance keys for success,
derived from Drucker’s classical performance theory, are (a) creating customers, (b) innovation, (c) quality and
productivity, (d) physical and financial
resources, (e) organization capability,
(f) public and environment responsibility, and (g) profitability. The next 7
chaptersaredevotedtoelaboratingeach
oftheseaspectsofmanagement.
For example, in chapter 5, Christopher focuses on planning and continuous budgeting as a new version of
controlling an organization’s finances.
Christopher argues that this is more
effective than adhering to producing
oneannualbudgeteachyear.Inchapter
6, he promotes what he refers to as a
vital performance key related to creating and maintaining customer satisfactionoverthelongrun.Inchapter7,he
emphasizestheneedtoproducequality
products and services through continuousimprovement.Inchapter8,Christopherpromotestheneedtobeinnovative
byseekingnewanddifferentstrategies
for delivering on expectations held by
important stakeholders. In chapter 9,
he discusses the soft side of management in assuring that individuals work
togethereffectivelytotrainandprepare
themtoeventuallyassumeseniorleadership positions in an organization. In
chapter10,hediscusseshowimportant
itisformanagerstorelatesuccessfully
to the leadership in local communities
and to representatives at all levels of
government.Last,inchapter11,Christopher integrates significant economic
principles into his final performance
indicator that, when adopted, enhance
thelikelihoodofachievingprofitability
andenhancingshareholdervalue.
Thebookpresentsusefulknowledge
aboutthemostcurrentthinkinginmanagerialeffectiveness.Christophertriesto
assistthereaderinapplyingtheknowledge presented in the book through
discovery learning and repetition. In
presenting what is identified as a new
systems science for managing business
operations, the objective is to increase
what is delineated as an organization’s
greatestasset(i.e.,theintellectualcapabilityofitsmanagers).Withthisvision
asabackdrop,Christopherengagesthe
reader at a personal level to apply the
new systems science to everyday practices by addressing issues presented
throughavarietyofcasestudies.There
are numerous opportunities throughout
thebooktotestone’sunderstandingof
the systems science approach to management. Thus, Christopher combines
cutting-edgeknowledge,personalexperience, and common sense in putting
forthapracticalbookonmanagement.
Thebook,however,isnotforeveryone. The intensity of the writing style,
case studies, and models discussed
require an ability to comprehend some
difficultandchallengingmaterialwithin
Downloaded by [Universitas Maritim Raja Ali Haji] at 23:11 11 January 2016
the context of managerial responsibilities. Therefore, although Christopher
appears to target the managers who
wanttoupgradetheirunderstandingof
how to analyze existing organizational issues, he also has put together an
offeringforundergraduatesinbusiness
programswhoareseekingamoreintensive study in systems thinking. Therefore,thebookmayalsobeappropriate
for faculty seeking to help produce a
future group of managers who desire
to reshape existing business models.
The methods, tools, and technologies
discussed throughout the book repre-
sent the most current thinking in the
field.Thisholisticapproachtostudying
managementprovidesanopportunityto
advanceanorganization’sprowess.
Thetwointriguingaspectsofthetext
are the focus on the concepts of selforganizationandself-control.Inanera
when change can be so dramatic and
continuous, managers need the ability
to quickly react to competitive challenges.Therefore,theneedtowaitfor
those in senior management to finalize decisions typical of the industrial
model of the past may no longer be
appropriate today. Having the capabil-
�
�
�
�
�
�
�
itytochangedirectionandtohaveunits
in an organization control their own
operations may provide the flexibility
required to advance the likelihood of
success.Thebookisanexcellentreferenceforbuildingindividualcapacityto
understand the managerial principles
behind the decision-making process
required to cope with change and the
disruptionsthatensue.
JamesL.Morrison
UniversityofDelaware
Newark,DE
Copyright©2008HeldrefPublications
�
�
�
�
�
�
��������������������
���������������������
�����������������
���������������������
��������������������
��� � � �� � � � � � � ��� �� �
� � � ��� � � � � � � � ��� �� �
�� � �� � � � � � � �
� � � � � � � � �� � � � � � � � � � � � � �
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�� � � � �� � � �� � � �
���� ���� ���� � ��
March/April2008
247
Journal
of
E ducation
B usiness
for
Downloaded by [Universitas Maritim Raja Ali Haji] at 23:11 11 January 2016
ScopeofJEB
TheJOURNALOFEDUCATIONFOR
BUSINESSfeaturesoriginalbasicandappliedresearch
articlesinaccounting,communications,economics,finance,
informationsystems,informationtechnology,management,
managementinformationsystems(MIS),marketing,and
emergingdisciplines.Articlesareselectedthroughablind
peer-reviewprocess.
Thejournalentertainsarticlesthatdealwithsignificant
trendsandissuesaffectingeducationforbusiness;curriculumdevelopmentandevaluationofeducationalprogramsin
traditionalandnontraditionalsettings;theprocessofinstructioninaccountingandfinance,businessfundamentals(math,
law,economics,communications,organization),consumer
economics,management,marketing,microcomputers,and
officesystems(officesupportstafftraining,information
processing).Articlesreviewandreportonsuccessfulinnovationsandpractice,proposetheoreticalformulations,oradvocatepositionsonimportantandcontroversialissues.
InstructionstoContributors
Contributorsshouldsubmitablindedcopyoftheirmanuscripttohttp://mc.manuscriptcentral.com/
heldref/jebs
Includethenamesandcontactinformationforall
authorsinaseparatecoverletter;thisfileshouldbesubmittedinthespaceprovidedforcoverlettersorattached
asaseparatefiledesignated“notforreview.”
Authorsshouldprovideuptofivekeywordsforindexing(exceptforbookreviews)andadheretothePublication
Manual,5thed.,AmericanPsychologicalAssociation,Washington,DC,2001,forstyleguidelinesinthepreparationof
manuscripts.
Oncereceived,manuscriptsarereviewedbyaconsulting
editorandoneoftheexecutiveeditors.Thereviewprocess
takesapproximately3months.Authorsofacceptedmanuscriptsreceivecomplimentaryonlineaccesstotheissuein
whichtheirarticleorreviewappears.
RegularManuscripts
Regularmanuscriptsshouldnormallynotexceed4,000
words,shouldnotbesimultaneouslysubmittedelsewhere,
andshouldnothavebeenpreviouslypublished.Ifdata
havebeenusedinapriorstudy,authorsmustindicate
thatthenewstudyisafollow-uptothepreviousone.
•Submitblindedcopiesofanytablesandfiguresasseparate
files.
•Reproductionsoffigures(graphsandcharts)maybesubmittedforreviewpurposes,buttheoriginalsmustbesuppliedifthemanuscriptisacceptedforpublication.Tables
andfiguresshouldbepreparedinaccordancewiththe
instructionsgivenintheAPA’sPublicationManual(seepp.
120–162).
•Avoidexplanatorynoteswheneverpossiblebyincorporatingtheircontentintothetext.Foressentialnotes,identify
themwithconsecutivesuperscriptsandlisttheminasectionentitledNOTESattheendofthetext.
•Anabstractof75–100wordsshouldbeprovidedonthe
firstpage.
RevisionsnotpreviouslysubmittedonManuscriptCentral
mustbesubmittedasnewmanuscriptsandwillbegivennew
manuscriptnumbers.Forreferencepurposes,pleaseindicatethepreviousmanuscriptnumberwhereprompted
todoso.Thereviseddocumentshouldshowallchanges
(e.g.,inTrackChangesoradifferentfontcolor).Please
alsoincludeablindedcopyoftheresponsetothereviewers’
comments,whichshouldbesubmittedasa“supplementary
fileforreview.”Aswithallsubmissions,thenamesandcontactinformationforauthorsshouldappearonlyinthecover
letter.
BookReviews
•Bookreviewsmustbebetween1,250and1,500words.
Thefocusofbookreviewedmustdirectlyrelatetoissues
coveredinthejournal.
•Includethebookauthor,title,ISBNnumber,cost,publisher,edition,anddatepublished.
•Reviewsshouldincludethefollowingelements:scopeof
textandtargetmarket;levelofexperiencerequiredforthe
reader;typeofinformationprovidedinthetext;maintopicsincludedinthetext;alistingofthebook’sstrengthsand
weaknesses;recommendationforitsuse.