Efficiency or effectiveness?

PLANNING FOR EXECUTIVE SUCCESS: Walter Vieira; Response Books (A division of Sage Publications), M- 32, Greater Kailash, Market I, New Delhi-110048. Rs. 135.

EFFICIENCY IS doing things right. Effectiveness is doing right things. It is now time to change the way we think when we plan, design, solve problems, or seek to create or restructure. Problems surround us on all sides and they seem to be increasingly intractable. We grow impatient with the lack of solutions. At every level they threaten to overtake or overburden us and seem to be insolvable.

What is intractable, exasperating, inefficient, self-defeating and ultimately self-destructive is an ineffective approach to a problem. Once problems are recognised as real opportunities, improvements take place. To face the facts and realise the existence of a problem is efficiency. To recognise and avail the opportunity is effectiveness.

The author is a columnist and many of the writings in this book have appeared in the Business World. The book under notice, comprising 46 topics (they are too small to be called chapters) is an excellent collection and perhaps it surpasses his earlier books. He writes mainly on marketing and sales since his career has all along been on the marketing side and also perhaps because he is the president of the Marketing Advisory Services. But these collections and write-ups are for those who aspire to become an executive and try to reach the top.

Dr. Bill Donaldson of Strathclyde Graduate Business School has stated ``Indian entrepreneurs need to reach out more to the customer and adopt international marketing practices.'' The author, while reiterating this, echoes ``referral marketing works here since word of mouth in itself is all about relationship marketing.''

One of the best methods of hammering a point is through stories. We have the Panchatantras, proverbs, Zen stories and others. Similarly, the case study method, akin to the above, was started in 1910 in the U.S., and has since gained much popularity. He has proved through the book under notice that a combination of both methods makes a better impact.

In part one he discusses the four phases of career, beginning with recruitment, going through discipline and promotion, ending with retirement, recruitment preceded by manpower planning and retirement succeeded by settlement. The conundrum of professionally managed companies is brought out well throughout. Of course, he writes as if the job market is ``open''. In a tight job market like ours, rife with regionalism, casteism, provincialism and politicalisation, one cannot follow his advice in choosing a job!

The most interesting anecdotes start after 90 pages from where the author emphasises the need for communication skills, particularly where and when to say what - even facts! A sample is this: The Pharmacy College in Ahmedabad was hosting a reception on behalf of the Gujarat University for an eminent lady, Ms. Foster, the Dean of an American University. Dr. Patel, the head, got up to give the welcome address to Ms. Foster, a tall and stately lady, well in her late fifties. Patel said ``Everyone here knows that most of our students from the university go abroad for further specialisation. The average for the last five years has been 80 per cent. You all know that my relationship with my students is that of a father and son. In fact, Ms. Foster here is the mother of my children in the U.S.!'' Ms. Foster blushed in sheer embarrassment.

The author, in the second part has really done well to explain that ``successful people take advantage of accidents, they see an opportunity in a calamity and grab it.'' The third part deals with attitudes and values, that ``the manager's speech and actions will reflect his deep-rooted attitudes and values in the same way as the sea reflects the colour of the sky - the student of managerial style will therefore have to be discerning to relate the one to the other'' is brought out well in this part. The limit of honesty is boundless but there has to be tolerance for corruption sometimes and one should be able to distinguish between bribe and sincere gift in appreciation. This applies to both giving and receiving.

It is chapter 13 which makes very interesting and highly enjoyable reading in spite of the bloomers regarding his visit to Glaxo for being interviewed.

Yes, the boss needs support, he needs additional information, he needs correction, he needs projection and protection sometimes, he wants patience, he wants you to be on his side, and he needs a listener. All these and a little more, for executive success is the recipe that the author presents in this moderately priced, highly enjoyable and readable book.

N. RAMASWAMI

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