- Hardcover: 208 pages
- Publisher: Oxford University Press; 1 edition (May 29, 2017)
- Language: English
- ISBN-10: 019065239X
- ISBN-13: 978-0190652395
- Product Dimensions: 8.5 x 0.7 x 5.8 inches
- Shipping Weight: 8 ounces (View shipping rates and policies)
- Average Customer Review: 7 customer reviews
- Amazon Best Sellers Rank: #39,200 in Books (See Top 100 in Books)
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Good People, Bad Managers: How Work Culture Corrupts Good Intentions 1st Edition
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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!.
Top customer reviews
In my opinion, this is the best book he has written yet.
Professor Culbert is a well-respected and known management guru whose views tends to be contrarian yet extraordinarily insightful.
I have taken Professor Culbert's classes at UCLA MBA program and I can attest Professor Culbert knows people and their psychology unlike anyone I have ever met. I have found his insights about people to be deep and extraordinary, and I have never met anyone like him.
This book has two main parts. The first details what is wrong with the management in America today. In summary, what is wrong is lack of self-accountability and straightforwardness brought on by insecurity, distrust, and lack of empathy.The second details how we can rectify the broken management in America.
Instead of focusing on traditional management jargons and keywords, the Professor Culbert espouses "I-speak" and asking questions. Never assume one knows how anyone thinks or feels without asking him or her first. People are imperfect, and acceptance of that imperfection both within oneself and others is a start to the path of enlightened management. People are naturally self-interested, and that should always be part of the managerial calculus. Always understand one's perception of reality is strictly one's own and not necessarily shared by others. In essence, great management is about understanding oneself and others in a very deep and meaningful way without pretense or deception. Everyone has psychological blindspots and habits that destroys trust and alienates people. Do you know what those are? Do you assume others know what those are in themselves?
This is a more than a worthwhile read for those who want to improve their own managerial thinking and approaches. I highly recommend it.
Culbert points out that inauthenticity in managerial behavior takes many forms: excessive politeness, keeping others in the dark, hiding imperfections, not owning up to mistakes, faking “team-mindedness,” and seldom disagreeing with other managers. When it comes to those employees who report to the manager, Culbert advocates taking the time to get to know each one personally so that it becomes possible to create the conditions where they can give honest feedback without fear of being judged negatively and where the needs of the employee and the company are in closer alignment.
Culbert acknowledges that organizational culture can be very difficult to change, in part because it is invisible, and in part because it is something of which most managers are not consciously aware and which is therefore taken largely for granted. Given these realities, he is inclined to feel that significant cultural change will ultimately require the direct involvement of institutional leaders.
This very readable book is packed full with ideas, insights, case studies, and personal anecdotes from one of our most astute observers of the contemporary corporate scene. It is highly recommended.
By Alexander W. Astin