Management Malpractice: How to Cure Unhealthy Management Practices That Disable Your Organization

0.0

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, always the backbone of truly excellent 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 prescriptions for preventing and curing abuses, and shows how leaders and employees can work together to restore value to their organizations. About The Author Craig R. Hickman is the author or coauthor of a dozen books on business and management, among them such bestsellers as Creating Excellence; The Strategy Game; Mind of a Manager, Soul of a Leader; and The Oz Principle. He received his M.B.A. from Harvard Business School and has worked in the areas of strategic planning, organizational design, and mergers and acquisitions for Dart Industries and Ernst & Young. Table Of Contents Innovation and Creative Imaginings Develop a Healthy Dissatisfaction with the Status Quo Share Ideas of Every Kind at Every Level Constantly  Challenge Assumptions and Biases Commit to Rethinking the World Dream and Imagine That Anything Is Possible Individuals and Employees Treat Employees as the Most Valuable Asset Respect Others and Their Individuality Accept Responsibility for Your Actions Value the Contributions of Each Employee Establish a Balance Between Work and Your Personal Life Corporate Culture and Structure Create an Environment Where People Feel Free to Raise Concerns Represent the Diversity of the World You Serve Create a Foundation of Trust Develop a Passion for Learning Eliminate Organizational Barriers Interpersonal Relationships and Teams Provide Employees with Meaningful Work Opportunities Clearly Communicate Expectations Enable People to Tap into Their Full Potential Become an Ethical Role Model for Other Employees Listen to All Viewpoints Visionary Leadership and Strategy Use the Advantages of Size to Take Risks Do What Matters Most Create a Clear Vision of Where You?re Going Solve Customer Problems Lead the Way Through Change Conclusion Restoring the True Value of Great Management Principles