Item description for 160 Degrees of Deviation: The Case for the Corporate Cynic by Jerome Alexander...
The good intentions of corporate management are frequently undermined by 160 Degree Deviators with personal agendas who cause morale to suffer and frustration to set in. The author identifies this subculture and discusses why and how it's able to thrive.
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Reviews - What do customers think about 160 Degrees of Deviation: The Case for the Corporate Cynic?
Interesting and valuable publication. Jun 11, 2008
The book is full of practical examples of mismanagement. It is thought provoking and managers should challenge themselves against these examples before they start managing. This book is especially recommended for senior managers who are complacent with the state of their organization. I would also strongly recommended this book to university students of business departments. They would know tip of an iceberg of what they will have to face after graduation. They will get better understanding of what the management is in real world. Maybe this knowledge will influence their career plans...
Some conclusions in this book may seem moderately justified or over idealistic but the book presents opinions and expernieces of the author so for this reason readers should not expect the book to be 100% objective.
Overally, the book is much more interesting and valuable than other publications on mismanagement written by academics or consultants who never personally experienced mismanagement and have poor sense of what management and business is about.
Needed in every company in America May 14, 2003
Even the best organizations have good intentions when instituting new plans or policies. Something always seems to go wrong, because of a type of manager called the 160 Degree Deviator. These are people with their own agendas who damage company morale and cause frustration to rise. The reason that they aren't called 180 Degree Deviators is that the author gives the company 20 degrees "credit" for having the right idea.
The author theorizes that some people are just born jerks, or become that way after exposure to other jerks. Such pompous, overbearing people should never be let anywhere near a management position. Devaitors can be of either gender, and can be found anywhere between foreman and senior management. They are preoccupied with superficial things, like the look of a report instead of what's inside. They dominate all conversations with peers and subordinates, and monopolize meetings. They rarely apologize for a mistake or false accusation, especially when it involves someone lower than them on the company totem pole. They recruit spies to feed them the latest gossip about others. Deviators will only hire or promote those who hold them in high esteem. they use a lot of possessive pronouns, like "my people" or "my department," as if a piece of the company is their personal property. In short, 160 Degree Deviators have an exaggerated sense of their own self-importance. They consider themselves the center of the universe, and expect to be treated as such. Sound familiar?
What to do about such people? It's easy to say that so-and-so is a "kook" or is thinking outside the box; tell that to their subordinates or people in other departments. At all times, challenge Deviators to put up or shut up. Meetings should be called for specific purposes with specific attendees; don't let Anyone monopolize them. People who lie or sacrifice others to cover their mistakes should be immediately dismissed. If Manager X is considered "harmless" by senior management, transfer them someplace where they will be harmless, but get them out of that management job.
This book is excellent. A copy is needed in every company in America, Fortune 500 included. The CEO who says "it doesn't happen here" needs to take a closer look at their company. It is highly recommended.