Dr Terry A. Sheridan employs a new and unique theoretical perspective to examine how malevolent, tyrannical and mediocre managers commonly use violence in the workplace, not necessarily physical violence, but bullying, overt and covert emotional abuse - all forms of negative behaviour that are damaging to individuals and organisations. The theoretical basis for the author’s analysis and prescriptions is the new perspective of Executive Impression Management, which stems from Dr Sheridan’s research into the differences between a number of types of executives from their co-workers’ point of view. That investigation developed indicators to identify different negative management types and also helped define what has been called respectful management - the sort exercised by those managers who are good stewards. What makes this book unusual is that it is derived from qualitative research and covers an area where hardly any scholarly work has been produced. The author argues that the research methodology employed has resulted in a better understanding of impression management than has hitherto been possible. It addresses the confusion that often abounds regarding who is a good or bad manager and the fact that we can identify bad management through measures of company or organisational performance, but not how and why it went wrong. It will assist the leadership of organisations to make the right decisions about recruitment and promotion and to identify and challenge poor performance effectively.
Most frauds perpetrated by senior managers take longer to uncover than those by other occupational groups and they steal more. This is a serious problem world-wide. Currently the Red Flag approach is used by auditors to prevent and uncover fraud and in some countries it is statutory. However, the existing approach does not catch managerial fraudsters quickly or very often. In Managerial Fraud, Dr Terry Sheridan reports the findings of her study of fraudulent executives. Her work illuminates the particular methods fraudsters employ to appear more authentic than the average person and reveals two types of executive fraudster with very different behaviours. All this helps to explain why the current Red Flag approach fails to identify potential fraudsters and instead tends to focus on Red Flag executives who are negative characters, but non-fraudulent and accounts for the problem auditors face, who see Red Flag indicators and are obliged to conduct further audits, yet find nothing of substance. During the author’s research, the innocent colleagues who worked closely with fraudulent managers have for the first time been interviewed about their experiences and had their impressions analysed, leading to the development of an innovative typology of fraudulent executives based on Impression Management Theory. Better understanding of what Dr Sheridan has uncovered might result in organisations being able to reduce their exposure to fraud perpetrated by their own senior management.
Many people are confused by mixed messages from their managers. About 85% of the pool of managers are malevolent, who do not care about the organisation and use the structure for their own needs of power and control. We know what a good manager looks like, but in complex social interactions within organisations this can be confused with the manipulations of the malevolent managers, from CEO to the lowest grade supervisor. The Respectful Manager: The Guide to Successful Management is about the application of the Executive Impression Management type of the Respectful Manager, derived from new ground-breaking research regarding fraudster managers. It explains clearly and precisely what a good manager looks like and behaves like with their co-workers. In this book, the foundations are laid to understand and recognise a Respectful Manager. This is critical for management training purposes and for managerial recruitment and promotion procedures. For those looking at increasing profitability, increasing competitive edge, and engaging their workforce in fulfilling work, the Respectful Manager is the key. This book is a must read for those who aspire to management roles, including senior management, as a guide to the very best practice in the field.
Train Aerodynamics: Fundamentals and Applications is the first reference to provide a comprehensive overview of train aerodynamics with full scale data results. With the most up-to-date information on recent advances and the possibilities of improvement in railway facilities, this book will benefit railway engineers, train operators, train manufacturers, infrastructure managers and researchers of train aerodynamics. As the subject of train aerodynamics has evolved slowly over the last few decades with train speeds gradually increasing, and as a result of increasing interest in new train types and high-speed lines, this book provides a timely resource on the topic. - Examines the fundamentals and the state-of-the-art of train aerodynamics, beginning with experimental, numerical and analytical tools, and then thoroughly discussing the specific approaches in other sections - Features the latest developments and progress in computational aerodynamics and experimental facilities - Addresses problems relating to train aerodynamics, from the dimensioning of railway structures and trains, to risk analysis related to safety issues and maintenance - Discusses basic flow patterns caused by bridges and embankments
Winner of the 2006 NSW Prize for Literary Scholarship. The work of Joseph Conrad has been read so disparately that it is tempting to talk of many different Conrads. One lasting impression however, is that his colonial novels, which record encounters between Europe and Europe’s ‘Other’, are highly significant for the field of post-colonial studies. Drawing on many years of research and a rich body of criticism, Postcolonial Conrad not only presents fresh readings of his novels of imperialism, but also maps and analyzes the interpretative tradition they have generated. Terry Collits first examines the reception of the author’s work in terms of the history of ideas, literary criticism, traditions of ‘Englishness’, Marxism and post-colonialism, before re-reading Heart of Darkness, Lord Jim, Nostromo and Victory in greater depth. Collits’ incisive and wide-ranging volume provides a much needed reconsideration of more than a century of criticism, discussing the many different perspectives born of constantly shifting contexts. Most importantly though, the book encourages and equips us for twenty-first criticism, where we must ask anew how we might read and understand these crucial and fascinating novels.
How can two people so wrong for each other seem so right? After his divorce, Wayne Hammond hesitated to make anyone the second Mrs. Hammond. Topping the list of the women he shouldn’t pick is Maggie Harrison Sinclair. Maggie has already left Tucker, Montana, once. She’s back only to lick her wounds and figure out her next step. Not exactly the ranch-loving, stay-at-home wife and mother that Wayne has always wanted. But once Wayne and Maggie cross paths, the impossible-to-resist rancher and the bright-lights-loving woman succumb to their hotter-than-heck attraction, resulting in an even bigger complication…. BRIGHT LIGHTS, BIG SKY When Malibu meets Montana, it’s magic.
Dr Terry A. Sheridan employs a new and unique theoretical perspective to examine how malevolent, tyrannical and mediocre managers commonly use violence in the workplace, not necessarily physical violence, but bullying, overt and covert emotional abuse - all forms of negative behaviour that are damaging to individuals and organisations. The theoretical basis for the author’s analysis and prescriptions is the new perspective of Executive Impression Management, which stems from Dr Sheridan’s research into the differences between a number of types of executives from their co-workers’ point of view. That investigation developed indicators to identify different negative management types and also helped define what has been called respectful management - the sort exercised by those managers who are good stewards. What makes this book unusual is that it is derived from qualitative research and covers an area where hardly any scholarly work has been produced. The author argues that the research methodology employed has resulted in a better understanding of impression management than has hitherto been possible. It addresses the confusion that often abounds regarding who is a good or bad manager and the fact that we can identify bad management through measures of company or organisational performance, but not how and why it went wrong. It will assist the leadership of organisations to make the right decisions about recruitment and promotion and to identify and challenge poor performance effectively.
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