Download Good People, Bad Managers: How Work Culture Corrupts Good Intentions

Download Good People, Bad Managers: How Work Culture Corrupts Good Intentions

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Good People, Bad Managers: How Work Culture Corrupts Good Intentions

Download Good People, Bad Managers: How Work Culture Corrupts Good Intentions

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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!.

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Product details

Hardcover: 208 pages

Publisher: Oxford University Press; 1 edition (May 29, 2017)

Language: English

ISBN-10: 9780190652395

ISBN-13: 978-0190652395

ASIN: 019065239X

Product Dimensions:

8.5 x 0.7 x 5.8 inches

Shipping Weight: 8 ounces (View shipping rates and policies)

Average Customer Review:

5.0 out of 5 stars

10 customer reviews

Amazon Best Sellers Rank:

#305,526 in Books (See Top 100 in Books)

I have read total of 5 books written by Professor Culbert.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.

Given that it takes on one of the most elusive and challenging issues in the modern corporate world--managerial culture—Sam Culbert’s latest book should be read and reflected upon by every corporate leader and manager. His basic argument is that bad management is primarily a consequence of the typical culture in which managers find themselves, a culture that breeds inauthenticity in the way that managers relate to each other and to their employees. Given an excessive cultural emphasis on personal advancement and the bottom line, managers have been conditioned to believe that they put themselves at risk if they communicate honestly and forthrightly with others in the organization. By modeling inauthenticity, managers encourage it in colleagues and in the employees who report to them, thereby depriving themselves of critical information that could lead to significant improvements in organizational performance.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

With his latest release, Dr. Culbert helps unravel the mystery of why smart people in business do the stupid things they do, especially when they enter the ranks of management. As always, professor Culbert's stories are as entertaining as they are educational, his case studies as frustrating as they are real. Best of all, perhaps, are the thoughtful ideas on what might be done to slowly nudge negative work culture in a positive direction. Reading this book helps confirm much of what astute observers of big business might have sensed at their most cynical while simultaneously providing reasoned encouragement to fight against the tide and make the world a better place to work together.

Another incredibly insightful piece of literature from Sam. What makes it great is not just the unrivalled management psychology and theory, but hundreds of real-life 'war stories' submitted to him from employees and managers admitting their mistakes from top organisations around the globe. If you want get ahead of the pack and move from being the average manager who leads aimlessly to the champion of the firm who gets everyone's buy-in above and below - then this is the book for you. Improving the performance culture within your company will have far reaching benefits outside of the office. This is the path to achieve that.

The author is refreshingly candid, raw and direct in his thinking and his latest book is no exception. He provides practical advice and a framework for managers to learn from. Highly recommend for any manager or leader looking to become more self-aware and unlock the – all too often - muted potential within their organization.

A very insightful, informative and well written book! I think that employees and managers should read this book, it is full of valuable advice for improving the workplace.

informative

Samuel nailed it again!!!

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