9780195097467 - Mind-Set Management: The Heart of Leadership de Culbert, Samuel A. (29 resultados)

Condición: Good. Good condition. Good dust jacket. A copy that has been read but remains intact. May contain markings such as bookplates, stamps, limited notes and highlighting, or a few light stains.

Condición: Very Good. Former library copy. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condición: Good. Former library copy. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condición: Good. Former library copy. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condición: Good. [ No Hassle 30 Day Returns ][ Ships Daily ] [ Underlining/Highlighting: NONE ] [ Writing: NONE ] [ Edition: First ] Publisher: Oxford University Press, USA Pub Date: 1/4/1996 Binding: Hardcover Pages: 368 First edition.

Hardcover. Condición: Good. No Jacket. Missing dust jacket; Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.

Condición: Good. Former library copy. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

hardcover. Condición: Very Good. Connecting readers with great books since 1972! Used books may not include companion materials, and may have some shelf wear or limited writing. We ship orders daily and Customer Service is our top priority!

Condición: New.

Condición: As New. Unread book in perfect condition.

Hardback. Condición: New. Illustrated. You can follow any business guru you want, 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 follow - and there are many sound ones out there - before you can lead, manage, or team up effectively, you must comprehend the mind-sets of the people with whom you deal. In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events - as he shows managers at all levels how to use psychology instead of manipulation to give more productive advice.The essence of managing, says Culbert, is `staging the conditions for others to be effective', which today entails giving advice and feedback, not directives. This is particularly true with today's `empowering' management styles. But as most managers know all too well, advice is often resisted, resented, or ignored. The problem, Culbert contends, is that managers don't have the other person in focus, that when most managers formulate advice, they think they are attuned to the other person, but in fact the person they have listened to most is themselves. Mind-Set Management will help you focus on the person you want to advise, explaining what you need to learn and to know prior to giving advice and feedback. It will prompt you to ask yourself (and will help you answer) such questions as: Why do people insist on seeing events with their own particular biases and distortions? Why do others resist my best ideas and advice for how they can perform more effectively? Why can't I get them to change how they think? Why do people have so much difficulty putting internal politics aside? What's needed for people to trust one another and listen to advice? Why are some people blind to the obvious logic behind the feedback and advice they receive? Culbert has packed the book with vivid case illustrations and stories that people at every level, from CEOs through staff, will identify with, weaving the concepts and stories together to present evidence that makes the lessons compelling and personal. With these lessons, managers at all levels will view management as a psychological art. You will be better able to see where the other person's interests lie and how they view the corporation and the task at hand, and you will be able to give great advice, advice that will be followed because it serves the interests of the person who receives it even as it advances the company's goals.Today there are many new ideas about how to manage more effectively, but without the psychological component that Samuel Culbert provides in Mind-Set Management, these hot new concepts won't work any better than the old ones did. Thus this is an important, groundbreaking work. Indeed, Warren Bennis, in the Foreword, calls it `one of the lasting contributions of this decade to our understanding of corporations, t.

Condición: New. In.

Condición: New.

Condición: new.

Condición: As New. Unread book in perfect condition.

hardcover. Condición: New. In shrink wrap. Looks like an interesting title!

Hard Cover. Condición: Very Good+. Estado de la sobrecubierta: Very Good+. First Edition. 340 pp. Jacket has light edgewear, price clipped. Spine bumped, some notes, underlines in introduction, first chapter. Remainder of text is clean and unmarked. A clear model for thinking about other people, esential for applying the management techniques proposed by business gurus.; 8vo - over 7¾" - 9¾" tall.

Hardcover. Condición: new. Hardcover. You can follow any business guru you want, 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 interacting. In Mind-Set Management, Culbertprovides a model for thinking about other people--about their self-interested motives and about their biased views of work events--as he shows managers at all levels how to use psychology instead of manipulation ingiving valid, even great, advice. The essence of leading and managing, says Culbert, is "staging the conditions for others to be effective," which today entails giving advice and feedback, not issuing directives. This is particularly true with today's "empowering" management styles. But, as most managers know all too well, advice is often resisted, resented, and ignored. The problem, Culbert contends, is that managers don't have the otherperson in focus: When they formulate advice, they think they are attuned to the other person, but in fact the person they have listened to most is themselves. Mind-Set Management will help you focus on the person you want to advise, explainingwhat you need to learn and to know in order to give advice that is great because it is advice that actually gets used. It will prompt you to ask yourself (and will help you answer) such questions as: Why do people insist on seeing events with their own particular biases and distortions? Why do they resist my best ideas and advice about how they can function most effectively? Why can't I get people to change how they reason and think? Why do peoplehave so much difficulty putting internal politics aside? What's needed for people to trust one another and listen to advice? Why are some people blind to the obvious logic behind the feedback and advice they receive? Culbert has packed the bookwith vivid case illustrations and stories that people, whether CEOs or project staff, will identify with--weaving the concepts and stories together to present evidence that makes the lessons personally compelling. With these lessons, you will find yourself reading essential, previously unseen dimensions of what is critical in the other person's thinking. You will be better able to see where other people's interests lie and how they view the corporation and the task at hand, and you will be ableto give great advice, advice that will be followed because it serves the interests of the person who receives it even as it advances the company's goals. Today there are many new andprogressive ideas about how to manage more effectively, but without the psychological component that Samuel Culbert provides in Mind-Set Management, you are simply putting old wine in new bottles--as what seems "new" quickly becomes business as usual. Thus this is an important, groundbreaking work. Indeed, Warren Bennis, in the Foreword, calls it "one of the lasting contributions to our understanding of corporations, the psychology of people who work in them, and perhaps most of all, acontribution to understanding ourselves." In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events. His ideas are illustrated with vivid examples of actual work situations in which the concepts were applied successfully. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.

Hardcover. Condición: new. Hardcover. You can follow any business guru you want, 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 interacting. In Mind-Set Management, Culbertprovides a model for thinking about other people--about their self-interested motives and about their biased views of work events--as he shows managers at all levels how to use psychology instead of manipulation ingiving valid, even great, advice. The essence of leading and managing, says Culbert, is "staging the conditions for others to be effective," which today entails giving advice and feedback, not issuing directives. This is particularly true with today's "empowering" management styles. But, as most managers know all too well, advice is often resisted, resented, and ignored. The problem, Culbert contends, is that managers don't have the otherperson in focus: When they formulate advice, they think they are attuned to the other person, but in fact the person they have listened to most is themselves. Mind-Set Management will help you focus on the person you want to advise, explainingwhat you need to learn and to know in order to give advice that is great because it is advice that actually gets used. It will prompt you to ask yourself (and will help you answer) such questions as: Why do people insist on seeing events with their own particular biases and distortions? Why do they resist my best ideas and advice about how they can function most effectively? Why can't I get people to change how they reason and think? Why do peoplehave so much difficulty putting internal politics aside? What's needed for people to trust one another and listen to advice? Why are some people blind to the obvious logic behind the feedback and advice they receive? Culbert has packed the bookwith vivid case illustrations and stories that people, whether CEOs or project staff, will identify with--weaving the concepts and stories together to present evidence that makes the lessons personally compelling. With these lessons, you will find yourself reading essential, previously unseen dimensions of what is critical in the other person's thinking. You will be better able to see where other people's interests lie and how they view the corporation and the task at hand, and you will be ableto give great advice, advice that will be followed because it serves the interests of the person who receives it even as it advances the company's goals. Today there are many new andprogressive ideas about how to manage more effectively, but without the psychological component that Samuel Culbert provides in Mind-Set Management, you are simply putting old wine in new bottles--as what seems "new" quickly becomes business as usual. Thus this is an important, groundbreaking work. Indeed, Warren Bennis, in the Foreword, calls it "one of the lasting contributions to our understanding of corporations, the psychology of people who work in them, and perhaps most of all, acontribution to understanding ourselves." In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events. His ideas are illustrated with vivid examples of actual work situations in which the concepts were applied successfully. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

Hardback. Condición: New. Illustrated. You can follow any business guru you want, 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 follow - and there are many sound ones out there - before you can lead, manage, or team up effectively, you must comprehend the mind-sets of the people with whom you deal. In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events - as he shows managers at all levels how to use psychology instead of manipulation to give more productive advice.The essence of managing, says Culbert, is `staging the conditions for others to be effective', which today entails giving advice and feedback, not directives. This is particularly true with today's `empowering' management styles. But as most managers know all too well, advice is often resisted, resented, or ignored. The problem, Culbert contends, is that managers don't have the other person in focus, that when most managers formulate advice, they think they are attuned to the other person, but in fact the person they have listened to most is themselves. Mind-Set Management will help you focus on the person you want to advise, explaining what you need to learn and to know prior to giving advice and feedback. It will prompt you to ask yourself (and will help you answer) such questions as: Why do people insist on seeing events with their own particular biases and distortions? Why do others resist my best ideas and advice for how they can perform more effectively? Why can't I get them to change how they think? Why do people have so much difficulty putting internal politics aside? What's needed for people to trust one another and listen to advice? Why are some people blind to the obvious logic behind the feedback and advice they receive? Culbert has packed the book with vivid case illustrations and stories that people at every level, from CEOs through staff, will identify with, weaving the concepts and stories together to present evidence that makes the lessons compelling and personal. With these lessons, managers at all levels will view management as a psychological art. You will be better able to see where the other person's interests lie and how they view the corporation and the task at hand, and you will be able to give great advice, advice that will be followed because it serves the interests of the person who receives it even as it advances the company's goals.Today there are many new ideas about how to manage more effectively, but without the psychological component that Samuel Culbert provides in Mind-Set Management, these hot new concepts won't work any better than the old ones did. Thus this is an important, groundbreaking work. Indeed, Warren Bennis, in the Foreword, calls it `one of the lasting contributions of this decade to our understanding of corporations, t.

Buch. Condición: Neu. Neuware - 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 interacting. In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events - as he shows managers at all levels how to use psychology instead of manipulation in giving valid, even great, advice.

HRD. Condición: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

HRD. Condición: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Condición: new. Questo è un articolo print on demand.

Hardback. Condición: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.

Hardcover. Condición: new. Hardcover. You can follow any business guru you want, 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 interacting. In Mind-Set Management, Culbertprovides a model for thinking about other people--about their self-interested motives and about their biased views of work events--as he shows managers at all levels how to use psychology instead of manipulation ingiving valid, even great, advice. The essence of leading and managing, says Culbert, is "staging the conditions for others to be effective," which today entails giving advice and feedback, not issuing directives. This is particularly true with today's "empowering" management styles. But, as most managers know all too well, advice is often resisted, resented, and ignored. The problem, Culbert contends, is that managers don't have the otherperson in focus: When they formulate advice, they think they are attuned to the other person, but in fact the person they have listened to most is themselves. Mind-Set Management will help you focus on the person you want to advise, explainingwhat you need to learn and to know in order to give advice that is great because it is advice that actually gets used. It will prompt you to ask yourself (and will help you answer) such questions as: Why do people insist on seeing events with their own particular biases and distortions? Why do they resist my best ideas and advice about how they can function most effectively? Why can't I get people to change how they reason and think? Why do peoplehave so much difficulty putting internal politics aside? What's needed for people to trust one another and listen to advice? Why are some people blind to the obvious logic behind the feedback and advice they receive? Culbert has packed the bookwith vivid case illustrations and stories that people, whether CEOs or project staff, will identify with--weaving the concepts and stories together to present evidence that makes the lessons personally compelling. With these lessons, you will find yourself reading essential, previously unseen dimensions of what is critical in the other person's thinking. You will be better able to see where other people's interests lie and how they view the corporation and the task at hand, and you will be ableto give great advice, advice that will be followed because it serves the interests of the person who receives it even as it advances the company's goals. Today there are many new andprogressive ideas about how to manage more effectively, but without the psychological component that Samuel Culbert provides in Mind-Set Management, you are simply putting old wine in new bottles--as what seems "new" quickly becomes business as usual. Thus this is an important, groundbreaking work. Indeed, Warren Bennis, in the Foreword, calls it "one of the lasting contributions to our understanding of corporations, the psychology of people who work in them, and perhaps most of all, acontribution to understanding ourselves." In Mind-Set Management, Culbert provides a model for thinking about other people - about their self-interested motives and about their biased views of work events. His ideas are illustrated with vivid examples of actual work situations in which the concepts were applied successfully. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Condición: New. Print on Demand pp. 364 11:B&W 6 x 9 in or 229 x 152 mm Gray Cloth w/Jacket on Creme w/Gloss Lam.

Condición: New. Print on Demand pp. 364.

Condición: New. PRINT ON DEMAND pp. 364.