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Traits of a Jackass Manager
A How-Not-To Guide for Managers Old and New
1st Edition - December 31, 2011
Author: Charles A. Sennewald
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Do you take credit for your employees' ideas? Hire your own relatives? Withhold crucial information from your staff? If so, you may be a jackass manager. Now help is at hand--read… Read more
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Do you take credit for your employees' ideas? Hire your own relatives? Withhold crucial information from your staff? If so, you may be a jackass manager. Now help is at hand--read this short how-not-to guide, have a good laugh, and learn how to manage employees more productively. Whether you're just beginning your career as a supervisor or already have years of management experience, you’ll appreciate the useful pointers and cartoons in Traits of a Jackass Manager. Of course you may also recognize some bosses you've encountered yourself over the years. Either way, this quick primer will get you thinking, and talking, about how you can make your organization happier and more efficient. You may get more game-changing advice from the jackass than from all those thick books on management theory!
The Manager Who Seeks to be “Liked” Rather than RespectedThe Manager Who Ignores the Opinions and Advice of EmployeesThe Manager Who Fails to Delegate ProperlyThe Manager Who Ignores the Training and Developmental Needs of EmployeesThe Manager Who Insists on Doing Everything “The Company Way”The Manager Who Fails to Give Credit When Credit Is DueThe Manager Who Treats Employees as SubordinatesThe Manager Who Ignores Employees' ComplaintsThe Manager Who Does Not Keep People InformedThe Manager Who Holds His or Her Assistant BackThe Manager Who Views the Disciplinary Process as a Punitive ActionThe Manager Who Fails to Back Up His or Her StaffThe Manager Whose Word Cannot Be TrustedThe Manager Who Avoids Making DecisionsThe Manager Who “Plays Favorites”The Manager Who Fails to Stay Current in the FieldThe Manager Who Enjoys “Pouring on” More Work than an Employee Can HandleThe Manager Who Acts or Overreacts Too QuicklyThe Newly Promoted Manager Who Believes His or Her Manure Is OdorlessThe Manager Who Is MoodyManagers Who Fail to Plan and Put Priorities on Their WorkThe Manager Who Lacks Emotion and EmpathyThe Manager Who Hires Relatives into the OrganizationThe Manager Who Does Not Treat Women as EqualsThe Manager Who Faithfully Practices the Art of PessimismThe Manager Who Steals Employees' IdeasThe Manager Whose Style and Authority Are Based on Absolute PowerThe Manager Who Seems Oblivious to What Is HappeningThe Manager Who Loves to “Sack” EmployeesThe Manager Who Embarrasses Subordinates in the Presence of OthersThe Manager Who Follows “Double Standards” in the OrganizationThe Manager Who Is a Religious or Racial BigotSummary
No. of pages: 42
Published: December 31, 2011
eBook ISBN: 9780123972781
Charles A. Sennewald
Charles “Chuck” Sennewald, CSC, CPP, is an independent security management consultant and expert witness and the author of numerous Butterworth-Heinemann titles, including "Effective Security Management"; "Security Consulting"; "Retail Crime, Security and Loss Prevention: An Encyclopedic Reference;" "From the Files of a Security Expert Witness"; and earlier editions of this book "The Process of Investigation." Chuck is a graduate of California State University - Los Angeles with a BS degree in Police Science and Administration. Chuck is also the founder and first president of the International Association of Professional Security Consultants (IAPSC), and is a long-time member of ASIS International. He has lectured and is read in countries around the globe.
Affiliations and expertise
Independent security management consultant, expert witness, and author, internationally based