Attempting to turn a capitalist economy into a socialist one in the middle of a deep recession in the name of health care reform or under any other pretense is not only myopic, it is extremely marsupial.

Atlanta, GA -- (SBWIRE) -- 08/24/2009 -- Dr Isola, a business professor in Atlanta has compared the current rush to implement sweeping changes to the US economic environment to what happened in Russia under Mikhail Gorbachev. Perestroika is the Russian term for the political and economic reforms introduced in June 1987 by the Soviet leader Mikhail Gorbachev. Glasnost was the policy of maximal publicity, openness, and transparency in the activities of all government institutions in the Soviet Union, together with freedom of information, introduced by Mikhail Gorbachev in the second half of 1980s.

Najvnostv is the English transliteration of the word naive in Russian language. When Russia collapsed, it was a combination of these three factors that brought Russia to her knee even though the third term was never afforded its right place in reporting the whole saga. Reverse glasnost is trying to conceal what should be made known to the public while pretending to be transparent. What was naive about Gorbachev's approach is his gross underestimation of the power of glasnost, he did not realize that the only string that kept communism together was secrecy and once that secrecy was unveiled, the empire had no choice but to disintegrate fast.

Economic systems are of three main types worldwide. Capitalist economies leave factors of production in the hand of private owners who make decisions about allocation of resources based on the dictates of the invisible hand. At the other extreme are centralized economic systems which consist of a few government employees deciding for the rest of the populace how to allocate resources. The system is regarded by many as fostering excessive concentration of power which has never worked for any country. In between the two economic systems subsists the mixed economic system practiced by many countries at various levels along the resource allocation continuum.

Restructuring an economic system should be done with a good understanding of what works and what doesn't based on global statistics gathered over several years in many places. Economic restructuring based on youthful exuberance fuelled by lack of experience and normative ideologies proposed by frustrated college professors is not only naive but reckless in the light of our present economic realities. Most experts suggest that change should always be approached cautiously with the goal of maintaining some level of stability. Attempting to turn a capitalist economy into a socialist one in the middle of a deep recession in the name of health care reform or any other pretense is not only myopic, it is extremely marsupial.

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The study discovered that United States managers/ leaders were less cogent in making managerial decisions than Hong Kong leaders/managers in twenty of twenty-two categories.

Atlanta, GA -- (SBWIRE) -- 07/27/2009 -- A new study published at Argosy University's school of business showed that Hong Kong managers with more than 10 years management experience are less intuitive in their decision making than US supervisors with over 10 years supervisory experience. The study had four different management categories including supervisors, managers, executives and business owners.

The researcher (Isola, 2009) surveyed 100 participants from each country involved in the comparative study. In commenting on the findings of the study, Dr Isola said this finding could represent a significant departure from conventional thinking. While the few studies in this specialized area of International Business Management has remained inconclusive, one would at least expect the Chinese to be more intuitive in their decision making given their very high score on Hofstede's LTO (Long term orientation) index.

Managerial decision making has always being a subject of intense academic discuss. What is the most effective way of choosing between alternatives in managing companies? Should the company's new plant be located in New Jersey or Guangzhou? In answering these questions management scholars focused on the rational approach for several years. The idea of utilizing intuitive skills to make such decisions is a recent phenomenon and it remains largely unpopular.

Peter Drucker (1967) identified six major steps that should be followed by executives making decisions for their companies. In 2004, he presented another paper that further narrowed the whole process to three steps. Both approaches emphasized rational decision making processes. However, more and more studies are showing that effective executives are more intuitive in their managerial decision making than rational especially when faced with dynamic environments.

The findings of this new study show a significant relationship between administrative managers' reported use of intuition and their country of operation. Administrative managers in Hong Kong's reported use of intuition in decision making was significantly lower than US managers reported use of intuition in decision making. American administrative managers were less rational in making managerial decisions than their Hong Kong counterparts.

The study discovered that United States managers/ leaders were less cogent in making managerial decisions than Hong Kong leaders/managers in twenty of twenty-two categories. The full report is available at http://www.cool-books.org

Dr Isola is a management professor at Brown Mackie College, Atlanta, Ga.

Isola O. Busuyi,
Department of Business & Accounting
Brown Mackie College, Atlanta
404-799-4529

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