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Mind-set management : the heart of leadership

Author: Samuel A Culbert
Publisher: New York : Oxford University Press, 1996.
Edition/Format:   Print book : EnglishView all editions and formats
You can follow any business guru you want, to be it Peter Drucker or Tom Peters. You can adopt any new management concept, from reengineering to "empowering people." But Samuel A. Culbert has one caveat: no matter what managerial "religion" you choose - and there are many sound ones - before you can lead, manage, or team up effectively, you must comprehend the mind-sets that direct the people with whom you are  Read more...
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Document Type: Book
All Authors / Contributors: Samuel A Culbert
ISBN: 0195097467 9780195097467
OCLC Number: 31815440
Description: xx, 340 pages : illustrations ; 25 cm
Contents: The new management models : what they say and what's needed to pull them off --
The artifact of mind insight --
The outsider's perspective or "if you're from out of town you must be an expert" --
Giving advice and feedback are inherently political activities --
Mind-set sensitivity : the importance of knowing how the other person reasons and the importance of the other person knowing that you know --
Understanding what personal competence means : the alignment model of empowerment --
Discerning alignment strategies and mind-sets that derive from them --
Gaining control by relinquishing it --
Getting people interested in the feedback you have to give --
Mismatches in levels of feedback sent and received --
Different levels of influence and advice and the categories of interaction they create --
Breakthrough learning --
Assessing the feasibility of achieving breakthrough-learning results --
Perspectives to keep in mind when participating in breakthrough-learning interactions --
Breakthrough learning : case study and exam --
Performance evaluation : the capstone event in giving feedback and advice --
Breaking out of the program --
How the artifact of mind insight instructs us to act.
Responsibility: Samuel A. Culbert.


This study examines why employees often resist organizational change. It explains how managers can overcome this resistance by understanding the psychology of their staff and alleviating their fears.  Read more...
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