Managing and Management Teams: Why they succeed or fail are two books that this will try to compare and find the similarities in the books. Managing what makes a person a good manager? What makes a person a good leader for teams?
             Harold Geneen thought of business as of many things, the least of which is the balance sheet. Geneen (1984) thought of it as a "fluid, ever-changing, living thing, sometimes building to great peaks, sometimes falling to crumble lumps" (p. 45). Geneen felt that conducting business is fascinating, demanding, and creative, worthy of being classed with the higher arts, worthy also of the greatest personal commitment for self and society, and yielding the greatest satisfactions. He felt that business could not be run on anything else other than a theory. He also believed that leadership depended upon the man more than the rank. All organizations, large and small, military or civilian, reflect the personality and character of the man or men who lead them. He felt that theory Z would explain why and how the Japanese system of business management is superior to our own. The facts he pointed out in the book that made them stand out were: "the Japanese are out producing and outselling us in all sorts of products-automobiles, cameras, television sets, radios, electronics. The balance of trade between our two countries has been heavily in Japan's favor over the past few years and threatens to get worse. Conclusion, they must be doing something right that we are not doing (Geneen, 1984). So theory Z focuses on the differences. When its all said and done, a company, its chief executive, and the whole management team are judged by one criterion alone "performance". Performance is something that is built into a company for the long haul. It is something that says that a company can repeat what it did last year and continue to grow at a certain pace year after year....