The Seven Fatal Management Sins: Understanding and Avoiding Managerial Malpractice
CRC Press, 1998 - 261 páginas
Are today's managers more interested in managing their careers or managing their organizations? Are many of today's corporations in serious trouble because of chronic mismanagement? What makes successful-and unsuccessful-managers tick? Dr. John Collis, a lifelong observer of the business world, set out to find the answers to these provocative questions. And through extensive interviews and a nationwide comprehensive survey, he discovered the truth about corporate management in the United States.
Collis tells us what he learned in The Seven Fatal Management Sins, a candid yet optimistic assessment of the performance of today's managers. By looking at the responses of presidents and CEOs of Fortune 500 companies, directors of various corporate boards, business news editors and managers themselves, he was able to identify the seven most common management mistakes and suggest bold new ways for others to avoid making these same mistakes in their own organizations.
The Seven Fatal Management Sins is an ideal book for practicing managers, students and teachers of business administration, senior corporate executives and anyone interested in finding out exactly what kind of individuals manage U.S. companies. If you're one of the millions of readers out there who loved books such as The One-Minute Manager and In Search of Excellence, this will be a worthy addition to your bookshelf.
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Managerial MalpracticeMyth or Reality?
The VerdictThe Analysis
The Character Flaw Erosion of Trust and Integrity
Indecisiveness Unclear on When and Who Decides
Blurred Focus The Fuzzy Vision
A SUMMATION NOT A CLOSING ARGUMENT
The Search for
The Survey Sent to Panel Members
Sample Provision for Compensation of Directors
ability able accountability action acts Agree Strongly America answer asked become believe better Business news editors career cause CEOs commitment competency concern Consequently corporate courts decision delegate develop directors Disagree Agree don't downsizing early effective employees ethics example excellence executive fact fail failure feel focus force Fortune 500 future goals happens important individual integrity interest issue lack lead leaders leadership less look malpractice managerial managers mean organization organizational performance planning poor position practice present problems professional profit proper properly question reason regarding responses retirement risk short short-term situation skills statement Strongly Disagree success term theory things trust understand University business deans University business professors vision workers wrong York