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Radical Management
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Table of Contents

Contents Preface Acknowledgments Introduction Chapter 1 The Subjective Element Section I The Pursuit of Trust Chapter 2 Context, Politics, and Trusting Relationships Chapter 3 Why People Engage in Organization Politics Chapter 4 What People Need in Order to Achieve Context Chapter 5 Situations That Promote Organization Politics Chapter 6 How Management Creates Trust Section II Transacting with the Dominant Reality Introduction Chapter 7 How Reality Is Constructed in an Organization Chapter 8 Power Transactions Chapter 9 Assuming the Strategic Orientation Section III What Must Be Known Before One Can Operate Differently Introduction Chapter 10 Alignment Chapter 11 Strategic Realities Section IV Operating Differently Introduction Chapter 12 Team-Building Chapter 13 Leadership Chapter 14 Motivation Chapter 15 Power Conclusion Chapter 16 The Cost of Rational Management Glossary Index

About the Author

Samuel A. Culbert is Professor of Behavioral and Organization Science at the UCLA Graduate School of Management. A licensed clinical psychologist, he has written extensively on organizational effectiveness, management education, small group processes, and the human element at work and shares a McKinsey Award from the Harvard Business Review. He is also author of the acclaimed book The Organization Trap.

Reviews

Harold M. Williams

President and CEO, The J. Paul Getty Trust, Former Chairman, Securities and Exchange Commission

A very important book...calls for a quality of personal leadership that one does not learn in management schools...Must reading for managers of all types of institutions -- public or private, profit or nonprofit.


Sheldon A. Davis

Vice President, Organization Effectiveness/Europe, Digital Equipment Corporation International

"Radical Management" presents a clear, comprehensive, and pragmatic way to look at, understand, and cope with organizational life. Managers should be able to use the radical model and the radical perspective for diagnosis, action planning, and implementation in their work situations.

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