Suzaki, a manufacturing consultant (The New Manufacturing Challenge), believes that all companies, regardless of size, need to be divided into smaller operations in order to be successful. "Mini-companies" not only foster greater productivity and fulfillment among employees but also allow management to maximize resources in all departments, thereby leading to a more dynamic business. To illustrate his point, Suzaki discusses several hypothetical companies and the structural changes they make that allow for these new divisions. For example, he cites one company that chronically complains to its financers, and another that is well organized internally. Although he believes that every company can use this method, the author acknowledges that it is difficult, particularly for some micromanaging executives, to delegate responsibility and authority to many people at different levels of the company. In such cases, Suzaki suggests a trial period. He is convinced that "mini-companies" are essential to fostering happiness among workers and greater success overall for the company. Callous, hard-nosed CEOs are not likely to adapt this touchy-feely theory (they may balk at phrases like "Whether we are running a mini-company or cleaning an office, if we practice what our heart desires I have no doubt that our actions will lead to a life well lived"), especially since Suzaki does not use actual companies as examples. However, Suzaki's book is well organized and written clearly enough that employees from lower ranks through executive boardroom will find it useful. (Feb.)
