There's far more bad management behavior taking place today than the well-intentioned doling it out realize... and even more than those on the receiving end are aware of! There's little mystery about what good management entails; the biggest mystery is why people are calling this bad behavior "good enough." Today's managers work in a success and self-preservation mindset, which doesn't always translate to a productive and mission-oriented environment. Too many erroneous assumptions are involved when following the mainstream tenets of work culture, which sap morale, well-being, and performance at both the individual and organizational levels.
In Good People, Bad Managers: How Work Culture Corrupts Good Intentions, author Samuel A. Culbert makes readers aware of what bad habits are routinely followed by well-intended managers. Managers need to understand the causes for their constant distraction, become more aware of the negatives they inadvertently inflict, and the hollowness of the rationales they use to justify what they do. Company leaders, CEOs, and top tier managers need to become more aware of the ever-present concerns of their own workforce, implementing the management mentality they want in their company and then teaching their managerial employees how to absorb it.
Culbert offers practical advice for effecting this necessary cultural change in the workplace. Peppered with illuminating and helpful case studies throughout, this is the perfect guide for showing managers exactly how to conduct themselves more intelligently, and, as opportunities arise, in a manner that contributes to the common good.
|Publisher:||Oxford University Press|
|Product dimensions:||8.20(w) x 5.10(h) x 0.70(d)|
About the Author
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 the author of Get Rid of the Performance Review and Beyond Bullsh*t. SmartMoney Magazine included Beyond Bullsh*t on its 2008 list of ten top reads. Dr. Culbert is the 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!.
Table of Contents
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