The authors define nanocomputing as the use of the distinct properties of structures on the scale of 100 nanometres or smaller to solve complex mathematical or logical problems, or to accomplish any of the tasks that we expect of modern computers. They explain how bulk materials, which behave predictably, have been used up to this point to create computers. “Experiments with bulk materials normally yield empirical data that support the principles of physics and electrical engineering… Nanomaterials do not always do this.”

Making things smaller is not easy, especially in computers. For instance, as transistors get to the molecular scale and are placed very close together, the heat will be great enough to vaporise the silicon chip, caution Sahni and Goswami. But why take the trouble to make computers smaller, you may wonder. The reason lies in the potential. “The same amount of information that fits on a current 80 gigabyte hard drive will be able to fit in a space that is too small to see with the naked eye. This will revolutionise the computer industry and will take devices such as cell-phones and Palm Pilots to a new level…”

Deserves a minute study.

Massive investment in information technology over many years can pay off in the form of increased productivity and greater global competitiveness, says Abbass F. Alkhafaji in Strategic Management ( www.jaicobooks.com). He cites research findings of economist Frank Lichtenberg of the Colombia Business School — that computer equipment and employment jointly contribute some 21 per cent of the output of the companies studied, even though they only account for about a tenth of labour costs and 10 to 15 per cent of total capital expenditure.

Going beyond IT, the author speaks of the importance of technological forces in strategic management. He looks at technology as not just automation, but ‘the systematic application of scientific knowledge to practical purposes.’ Since most industries’ competitive advantages are predicated upon some type of advanced technology that changes rapidly, many industries are highly dynamic, Alkhafaji observes.

Elaborate exposition accompanied by illustrative cases.

Having confidence is a basic ingredient for success and well-being, asserts Margot Katz in Tarzan and Jane: How to thrive in the new corporate jungle ( www.vivagroupindia.com).

Astonished at ‘the extraordinary lack of self-confidence in so many extraordinarily talented women,’ the author quotes Trisha Watson of Microsoft to say that men have a greater innate sense of career confidence that allows them to get on and progress. “Many women don’t set their sights high enough and need to be convinced they can do something before doing it: they are more risk averse.”

There’s plenty of evidence, says Katz, suggesting that women limit themselves in making personal career choices because of a lack of confidence and a sense that they will be ‘found out’ to be not really as good as people think.

“One piece of research compared 85 women and 255 men at the director or vice-president level and found that the only competency on which the women consistently scored lower than men is self-esteem.”

Even among entrepreneurs, an area where women are enjoying enormous success, women say that a lack of self-confidence is the biggest barrier to success, bemoans Katz. “This is not to say that men don’t also suffer from a lack of confidence at times, but it is certainly less widespread.”

Urgent messages.

The old ‘open door’ policy goes a long way toward helping leaders and workers clarify information so that people can do their jobs and meet their objectives, counsels Bob Prosen in Kiss Theory Good Bye ( www.ravemedia.in).

“There is no quicker way to lose touch with an organisation than to close your door to write memos and send email,” he writes.

Get out, therefore, and talk to people, and stop sending e-mail to people who sit right next door, exhorts Prosen. Trust is built one-on-one, eye-to-eye, not in electronic relationships, he reasons. “Sometimes we solve problems faster face-to-face when we don’t have to deal with repetitive memos and email.”

In a chapter titled ‘measure what matters most,’ the author describes, through an example, how ‘deal sheet’ facilitated project implementation.

“Most projects involved software development, which is notorious for coming in late and over budget. To solve this problem, we developed a standardised ‘deal sheet’ that had to be completed and approved by the appropriate organisations, including finance, in advance of contract approval,” he narrates.

The deal sheet helped the company to objectively evaluate projects to determine if they made operational and financial sense or if any of the terms had to be changed prior to approval. “This change allowed us to conduct accurate post-project audits to ensure the approved ROI was actually achieved,” Prosen adds.

Welcome read.

In the past, large online travel agents such as Expedia and Travelocity cornered the market on hotel room reservations, inform Rob Law and Catherine Cheung in Analysing China-based hotel websites, an essay included in ‘Tourism Development Revisited: Concepts, issues and paradigms’ ( www.sagepublications.com).

The authors cite a 2004 study that showed how the room rates offered on a hotel’s own Websites were always higher than their rates on other online channels. “Lately, some international hotel groups have been trying to regain control over online markets. One marketing strategy used by these hotel groups is the introduction of lowest rate guaranteed programmes.” Another study, referred to in the essay, is on the promising opportunities for high-volume growth on the hotels’ own websites.

What hoteliers should do is to improve the contents of the dimensions that received low scores, the authors advise. “Examples of these dimensions are ‘surrounding area information’ and ‘website management.’”

Law and Cheung emphasise that customers perceive all dimensions as the essential components of a comprehensive hotel website and that a weak performance in any dimension would be undesirable to the image of the website and the hotel as a whole.

The book – edited by Sutheeshna Babu S, Sitikantha Mishra, and Bivraj Bhusan Parida – should interest those in the tourism industry hungering for fresh insights.

Tailpiece

“Ever since a consultant told us that our employees were behind the recent hackings of the corporate servers…”

“You put in additional controls for access?”

“No, we recruited the consultant forthwith!”

dmurali@thehindu.co.in

More Stories on : Books | Books 2 Byte

Article E-Mail :: Comment :: Syndication :: Printer Friendly Page