LEADER 06621nam 22006731c 450 001 9910511771803321 005 20200115203623.0 010 $a1-4729-1749-9 010 $a1-4729-0498-2 024 7 $a10.5040/9781472917492 035 $a(CKB)3710000000373713 035 $a(EBL)1986690 035 $a(SSID)ssj0001494985 035 $a(PQKBManifestationID)11894493 035 $a(PQKBTitleCode)TC0001494985 035 $a(PQKBWorkID)11449460 035 $a(PQKB)11639746 035 $a(MiAaPQ)EBC1986690 035 $a(OCoLC)908046463 035 $a(UtOrBLW)bpp09259428 035 $a(EXLCZ)993710000000373713 100 $a20150827d2015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aManaging for success $espotting danger signals - and fixing problems before they happen $fMorgen Witzel 210 1$aLondon $cBloomsbury Information $d2015. 215 $a1 online resource (265 p.) 300 $aIncludes index 311 $a1-4729-0496-6 311 $a1-336-21267-5 320 $aIncludes bibliographical references and index. 327 $aCover; Contents; List of Tables; Acknowledgements; 1 Ludicrous, but unavoidable; Incompetence and failure; Five dangerous faults; Prevention rather than cure; Managing for success; A personal note; 2 No defects but our own: Ford Motors; The rising star; Pride before the fall; Our Ford; 3 How the mighty fell: Lehman Brothers; A century of service; Change of culture; Downfall; What went wrong?; 4 Masters of the universe; FIGJAM; Look on these works, ye mighty, and despair; We've always done it this way (part 1); So long as it is black; Titanic syndrome; The road to corporate hell 327 $aCultures of mindless self-beliefThe paradox of pride and humility; 5 Deer caught in the headlights; Black swans and inflection points; Where angels fear to tread; The poverty of imagination; Path dependence; The past is a foreign country; The ignorance of ignorance; Cultures of unthinking action; Putting knowledge at the heart of everything; 6 The unhealthy yearning for precision; The mirage of certainty; Obsessive-compulsive planning disorder; The danger of strangers; Violent politeness; Cultures of anxious precision; Only the paranoid survive; 7 The Creosote syndrome; Growth and death 327 $aThe deluded obsession with profitThe even more deluded obsession with market share; The myth of competition; Greed and corruption; Cultures of conspicuous acquisition; Perhaps surprisingly, it turns out money isn't everything; 8 Lust in action; Sex, lies and the Internet; The urge to dominate; Column inches; The bureaucratic glutton; Cultures of selfish domination; Three reasons why self-control is a really good idea; 9 The curse of Descartes; We've always done it this way (part 2); You can't manage what you can't measure; The ditch and the stars; Only if the spreadsheet says so 327 $aPowerPoint makes us stupidCultures of linear logic; Does it weigh the same as a duck?; 10 Nobody cares; The wrong people in the wrong jobs; Corporate bullshit-itis; Above my pay grade; Blame and denial; Social loafing and nodding dogs; Detachment and cynicism; Ethical collapse; What is a business for?; 11 The leaning tower of academe; How business schools turned away from the light; The fracturing of management thought; Are experts necessarily revealers of truth?; Inherently annoyed; 12 High noon in the garden of good and evil; Shouting at imaginary dogs; The first duty of management 327 $aAppendix 1 Warning flagsIndex 330 $a"The damage that incompetent managers do is incalculable. Every year they wipe tens of billions off the value of companies around the world. But the routinely incompetent behaviour that leads to failure is often covered up, incompetent managers are paid off and the causes of failure are swept under the carpet. Yet, most of these failures could have been avoided if only we knew how to spot the signs of incompetence in advance, and take steps to prevent it happening. Prevention is always better, and cheaper, than cure. Morgen Witzel tackles the problem of incompetence in the round by exploring the political, cultural, psychological and personal factors that lead to incompetency at every level of business. Arrogance, excessive reliance on formal plans and metrics, lack of professional pride, and poor and misguided business education and training are among the problems that drag businesses down. Using international case studies from Ford Motor Company, Royal Ahold and Lehman Brothers, practical solutions are provided for avoiding incompetence by changing the culture within organizations and the ways in which managers are trained and developed to truly manage for success and minimise failure."--Bloomsbury Publishing 330 8 $aThe damage that incompetent managers do is incalculable. Every year they wipe tens of billions off the value of companies around the world. But the routinely incompetent behaviour that leads to failure is often covered up, incompetent managers are paid off and the causes of failure are swept under the carpet. Yet, most of these failures could have been avoided if only we knew how to spot the signs of incompetence in advance, and take steps to prevent it happening. Prevention is always better, and cheaper, than cure. Morgen Witzel tackles the problem of incompetence in the round by exploring the political, cultural, psychological and personal factors that lead to incompetency at every level of business. Arrogance, excessive reliance on formal plans and metrics, lack of professional pride, and poor and misguided business education and training are among the problems that drag businesses down. Using international case studies from Ford Motor Company, Royal Ahold and Lehman Brothers, practical solutions are provided for avoiding incompetence by changing the culture within organizations and the ways in which managers are trained and developed to truly manage for success and minimise failure 606 $aSuccess 606 $2Management & management techniques 606 $aBusiness 606 $aIndustrial management 606 $aConflict management 615 0$aSuccess. 615 0$aBusiness. 615 0$aIndustrial management. 615 0$aConflict management. 676 $a658.4071245 700 $aWitzel$b Morgen$0594357 801 0$bUtOrBLW 801 1$bUtOrBLW 801 2$bUkLoBP 906 $aBOOK 912 $a9910511771803321 996 $aManaging for success$92551591 997 $aUNINA