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A contrarian challenge to the status quo, this book vigorously champi­ons healthy skepticism in management theory and practice. Several com­mon management maxims — often taken for granted as truisms — are examined and debunked with evidence-based arguments. The constant repetition of these flawed tropes perpetuates their mythological status and limits personal and organizational performance. Eleven management maxims are rebuked using empirical data, original scholarship, literature reviews, field observations, and thoughtful opinions from numerous ex­perts. Far from a business as usual business book, Deconstructing Manage­ment Maxims has been researched with academic rigor yet written in an approachable style. Unafraid of taking on conventional business wisdom, it contains some controversial yet substantiated positions that will pro­voke critical thinking and debate. After all, sacred cows and long-believed tenets of management lore do not go away quietly. A clear message from this book is that you don’t have to believe everything you read or hear—be it in the classroom or at work! It offers a refreshing break from the constant drumbeat of dronish corporate and academic clichés. This book is best appreciated by readers wanting to think critically about important management phenomena.
A contrarian challenge to the status quo, this book vigorously champi­ons healthy skepticism in management theory and practice. Several com­mon management maxims — often taken for granted as truisms — are examined and debunked with evidence-based arguments. The constant repetition of these flawed tropes perpetuates their mythological status and limits personal and organizational performance. Far from a business as usual business book, Deconstructing Manage­ment Maxims has been researched with academic rigor yet written in an approachable style. Unafraid of taking on conventional business wisdom, it contains some controversial yet substantiated positions that will pro­voke critical thinking and debate. After all, sacred cows and long-believed tenets of management lore do not go away quietly. A clear message from this book is that you don’t have to believe everything you read or hear—be it in the classroom or at work! It offers a refreshing break from the constant drumbeat of dronish corporate and academic clichés. This book is best appreciated by readers wanting to think critically about important management phenomena.
A wide range of conceptualizations of "management" have been offered and it is often difficult for managers to fully understand their roles within the organization; however, managers striving for effectiveness would do well to invest effort into understanding the functions, roles, and skills associated with managerial positions. In order to be adroit practitioners of their craft, managers must understand these basic concepts, as well as the different levels of managerial effectiveness, how they are measured, the styles available to managers, and the factors that determine which style might be preferred in a particular instance. This book addresses a wide array of topics relating to the practice of management including the roles and activities expected from an effective manager, specific managerial skills, styles of management, management systems, and managing in developing countries.
All managers, regardless of where they work, must understand certain basic concepts such as the functions, roles, and skills associated with the managerial position and the styles available to managers for use in any given situation. However, context matters, and it is essential that managers understand the role that culture plays in being effective in their positions. This book begins with a brief description of the history and evolution of "management studies", continues with an overview of the scope and practice of comparative management studies, and provides examples of the research that has been done on cross-cultural transfer of management theories. In addition, the book includes materials on the search for, and analysis of, dimensions of management styles that can be used as a basis for creating models that can be used for comparison purposes.
What if organization's pursued something other than an economic agenda? It may appear on the surface that this is a na•ve question, but it is a fundamental question about the role of organizations in our society. Why has the capitalist profit and neo-liberal agenda become so entrenched in Western society that we can't possibly imagine anything different? The evidence that the system is flawed is plentiful and yet we still hang onto what we know, a little like a relationship that has past it's best before date but is not yet damaging enough for a parting of ways. Do we ignore the evidence out of fear or because there appears to be no viable alternative? If growth and profit is part of the equation then what alternative is there to capitalism? This book explores what different might look like and in doing so proposes an alternative paradigm. It seeks to begin a dialogue about whether, if growth and profit are an important part of the equation, then 'Important for what purpose?' What follows is a proposition of an alternative agenda for organizations, one of doing good and the introduction of a new business framework - Temperatism.
If you are looking to move to the next level of your career then this book is for you. The author has written an easy-to-understand, easy-to-digest book about mindset that includes the neuroscience about why we think and feel the way we do, hints and tips on how to take control of and grow your own career, as well as case studies, hints, tips, and tools to help you manage your career through the power of mindset to help you foster success. Readers will learn what mindset is, and discover how to gain a different perspective into everyday workplace and life occurances and how just some simple yet effective mindset shifts can make the difference between stagnation and growth. The author has been working with mindset for years and her techniques and insights helped catapult her own career and is now running one of the leading HR Consultancies in the UK, with an emphasis on doing things differently. This book is dedicated to all those who want to master their mindset
Much like DNA provides the structure and design for life, The DNA of Leadership defines the behaviors that are essential to become an outstanding leader. This book is the result of working with thousands of executives, reviewing their behaviors, and identifying characteristics that are required for high levels of success, including: Setting a forceful vision; Identifying and hiring extraordinary talent; Delegating for leveraging of results; Communicating for impact; Having difficult conversations; Creating a compelling business model. This book is written is for leaders at every level in an organization, from the first-time manager to the chief executive officer and offers practical ways to change your behavior and provides an active roadmap toward becoming a truly outstanding leader.
This book gives practical tips on how to manage disputes and personality clashes before they create major problems for business and relationships. Written in laymen’s terms with examples, acronyms, and illustrations, it helps the reader understand the causes of conflict and how it develops and escalates. The author explains the scientific basis for seemingly illogical behavior under stress and in conflict and also offers tips and tools for managing emotions and behaviors in difficult situations. Guidance is provided on setting and maintaining standards, balancing responsibilities with relationships, and dealing with negative issues before serious damage is done. The book is structured so that it can either be read as a whole or the relevant section accessed in a crisis, with a toolkit of resources at the end. Each chapter ends with questions to check understanding. Full of convenient tools and insights into managing emotions and handling disagreements, it provides a handy resource for managers and employees.
Practicing Leadership is intended to serve as a guide to basic principles of leadership and begins with an overview of definitions and conceptions of leadership and then continues with discussions of the roles and activities expected from an effective leader; personality traits and attributes which can be learned and perfected by persons that aspire to leadership positions; styles of leadership, which encompass the strategies used by leaders to engage with their followers and leadership in developing countries. Leadership is a universal phenomenon that has preoccupied scholars, politicians and others for centuries. In the management context leadership has been consistently identified as playing a critical role in the success or failure of organizations and some surveys have pegged almost half of an organization’s performance on the quality and effectiveness of its leadership team. Apart from organizational performance, researchers have consistently found a strong correlation between leadership styles and behaviors and the job satisfaction and performance of subordinates. When formal interest in the study of leadership first began in the 19th and early 20th centuries, the so-called “great man” theory, which assumed that certain individual characteristics or traits could be found in leaders but not in non-leaders and that those characteristics could not be developed but must be inherited, was quite popular and many assumed that leaders were simply “born and not made”. As time passed, however, the consensus within the community of leadership scholars and consultants shifted significantly to the current working proposition that while some people do indeed appear to be natural leaders from birth it is nonetheless possible for many others with sufficient desire and willpower to develop into a “leader” by following a continuous process of work, self-study, education, training and experience.
Leadership is a universal phenomenon that has been consistently identified as playing a critical role in the success or failure of organizations. This book begins with an overview of the history and evolution of leadership studies and traces some of the major “schools” of leadership studies that have attracted the interest of researchers since the 19th century. Also discussed are the various theories and models of leadership that have emerged over that period. The author introduces cross-cultural leadership studies and then discusses cross-cultural competencies of global leaders, which are the practical applications of the information available from the researchers to the day-to-day activities of leaders in business organizations around the world. Finally, the book assesses the research on cross-cultural leadership, culture, and leadership in developing countries.