Proactive Business vs Politics

About the Book

This book outlines the use of two words "proactive and reactive" and how they are used in the business and political arenas. Since 2008, the capitalistic economic system of the United States of America, which has worked well for over two hundred years, is being changed to a more socialistic economic system—thanks to a large extent by our president, whose policies and actions are more of a socialistic nature and hurting the overall economic system of the United States of America. In business, being proactive can be used to save time and money, thereby more profit, generating client satisfaction–which in turn can generate repeat clients. Being reactive can cause delays, redesigns that can add cost to the estimate and time to the schedule, which clients don't like. In politics, being reactive or proactive really makes no difference. Politicians confer with their "investors," i.e., those that paid for their campaigns or bills that are put on the floor of the House or Senate as to whether or not their "investors" like or dislike them. Either way, if the "investors" like the bill, the politician will be proactive. If the investors don't like the bill, the politician will be reactive. In either case, the effect on the proposed bill and its affect on the company or private enterprise can make a difference and affect taxes.

About the Author

Mr. Panachyda is a graduate of Newark College of Engineering, with a Bachelor of Science in Mechanical Engineering. He was working for an engineering/design firm for about four years, when he was drafted in the army in 1970. He did his basic training at Fort Lewis in the state of Washington and was sent to Picatinney Arsenal in Dover, New Jersey. He received a patent for an idea he had and was honorably discharged in 1972, with the rank of SPS. He went back to engineering and construction in New York City and, after five years, was asked by the president of the company if he would consider going to Brazil to represent the company as part of a joint venture with a Brazilian developer in Sao Paulo, Brazil. After two years, Mr. Panachyda found out that the joint venture partner was using joint venture funds for his private ventures. The joint venture was dissolved, and Mr. Panachyda was asked if he would stay on as general manager for the American company, which he did for ten years until the company was bought by a German company, who also had an office in Sao Paulo. It was during these ten years that Mr. Panachyda began to use the words "proactive vs reactive" with his staff, both in the field and main office to see that problems would not arise, so as not to increase costs or add time to the schedules, which could impact the clients' budget.