Modern organizations are rife with well-intentioned managers who follow the tenets of mainstream work culture and yet perpetuate patterns of poor management - sapping morale, well-being, and the performance of individuals and organizations. In Good People, Bad Managers, author Samuel A. Culbert explains how to shift managers' mindsets and to encourage them to break from the culturally written "good management" scripts they enact - to conduct themselves moreintelligently, other-sensibly, and, as opportunities arise, to contribute to the common good. Good People, Bad Managers teaches leaders…mehr
Modern organizations are rife with well-intentioned managers who follow the tenets of mainstream work culture and yet perpetuate patterns of poor management - sapping morale, well-being, and the performance of individuals and organizations. In Good People, Bad Managers, author Samuel A. Culbert explains how to shift managers' mindsets and to encourage them to break from the culturally written "good management" scripts they enact - to conduct themselves moreintelligently, other-sensibly, and, as opportunities arise, to contribute to the common good. Good People, Bad Managers teaches leaders what they gain from removing barriers to allowing employees their own voices, and how they, along with everyone in their company, can benefit from managersevolving.
Samuel A. Culbert is an award winning author, researcher, and professor at UCLA's Anderson School of Management. His laboratory is the world of work where he puts conventional managerial assumptions under a microscope to uncover and replace dysfunctional practices. Widely recognized as a candid speaking expert and theoretician, he is author most recently of Get Rid of the Performance Review and Beyond Bullsh*t. SmartMoney Magazine named Beyond Bullsh*t to its 2008 list of ten top reads. Dr. Culbert is winner of a McKinsey Award for an article published in the Harvard Business Review, is a frequent contributor to management journals, and has authored numerous chapters in leading management books. His other authored and co-authored books include The Organization Trap, The Invisible War: The Pursuit of Self-Interests at Work, Radical Management, Mind-Set Management, and Don't Kill the Bosses!.
Inhaltsangabe
* Foreword by Henry Dubroff * PART I: What's Going On? * Chapter 1 Time to Face It: Bad Management is the Norm * Chapter 2 Doublethink: How Managers Convince Themselves Bad Behavior is Good Managing * Chapter 3 What People Skills Do Managers (Actually) Acquire? * PART II: Is Bad Management Here to Stay? * Chapter 4 Why Managers Feel So Very Vulnerable * Chapter 5 How Managers Self-Protect * Chapter 6 What Prevents Good Management * PART III: What Can Be Done? * Chapter 7 Overcoming Cultural Resistance to Good Management * Chapter 8 Getting Company Supports for Good Management * Chapter 9 Consciousness-Raising to Promote Other-Directedness in Management
* Foreword by Henry Dubroff * PART I: What's Going On? * Chapter 1 Time to Face It: Bad Management is the Norm * Chapter 2 Doublethink: How Managers Convince Themselves Bad Behavior is Good Managing * Chapter 3 What People Skills Do Managers (Actually) Acquire? * PART II: Is Bad Management Here to Stay? * Chapter 4 Why Managers Feel So Very Vulnerable * Chapter 5 How Managers Self-Protect * Chapter 6 What Prevents Good Management * PART III: What Can Be Done? * Chapter 7 Overcoming Cultural Resistance to Good Management * Chapter 8 Getting Company Supports for Good Management * Chapter 9 Consciousness-Raising to Promote Other-Directedness in Management
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