Management Malpractice
How to Cure Unhealthy Management Practices That Disable Your Organization
Published on 1. August 2005
272 pages
978-1-4405-1856-0 (ISBN)
Description
Cynicism and distrust are rampant in today's business environment. Eighty percent of employees want nothing to do with their organizations, or the managers who run them. Great management principles, once the backbone of successful companies, are now often used and manipulated by corporate leaders for their own gain. If left unchecked, these formerly great principles turn into malpractices that damage morale, thwart productivity and destroy companies. Management Malpractice provides practical advice for preventing and curing abuses and shows how managers and organizations can work together to restore value to their organizations.
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Craig R. Hickman
Management Malpractice
How to Cure Unhealthy Management Practices That Disable Your Organization
Book
08/2005
Adams Media Corporation
€41.07
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Person
Craig R. Hickman is the author and co-author of dozens of books on business and management and is an expert in strategic planning, organizational design and mergers and acquisitions. His clients have included Proctor & Gamble, American Express and Nokia Mobile Phones. He is currently the CEO of Headwaters Technology innovatia Group.
Content
- Intro
- Title Page
- Contents
- Introduction: A Growing Epidemic of Management Malpractice
- Part I: Innovation and Creative Imaginings
- #1: "Develop a Healthy Dissatisfaction with the Status Quo"
- #2: "Share Ideas of Every Kind at Every Level"
- #3: "Constantly Challenge Assumptions and Biases"
- #4: "Commit to Rethinking the World"
- #5: "Dream and Imagine That Anything Is Possible"
- Part II: Individuals and Employees
- #6: "Treat Employees as Your Most Valuable Asset"
- #7: "Respect Others and Their Individuality"
- #8: "Accept Responsibility for Your Actions"
- #9: "Value the Contributions of Each Employee"
- #10: "Establish a Balance Between Work and Your Personal Life"
- Part III: Corporate Culture and Structure
- #11: "Create an Environment Where People Feel Free to Raise Concerns"
- #12: "Represent the Diversity of the World You Serve"
- #13: "Create a Foundation of Trust"
- #14: "Develop a Passion for Learning"
- #15: "Eliminate Organizational Barriers"
- Part IV: Interpersonal Relationships and Teams
- #16: "Provide Employees with Meaningful Work Opportunities"
- #17: "Clearly Communicate Expectations"
- #18: "Enable People to Tap into Their Full Potential"
- #19: "Become an Ethical Role Model for Other Employees"
- #20: "Listen to All Viewpoints"
- Part V: Visionary Leadership and Strategy
- #21: "Use the Advantages of Size to Take Risks"
- #22: "Do What Matters Most"
- #23: "Create a Clear Vision of Where You're Going"
- #24: "Solve Customer Problems"
- #25: "Lead the Way Through Change"
- Conclusion: Restoring the True Value of Great Management Principles
- Acknowledgments
- Copyright
