IN THIS SUMMARY
The great management principles developed by America’s leading companies have now been adopted around the world. When these principles are used to unify people and build morale, they create strong corporate values and cultures. However, when leaders fail to practice these principles, or when they allow them to be used for individual gain at the expense of people and organizations, corporate cultures of contradiction result. Leadership truths become lies. These lies, if left unexposed and uncorrected, become management's malpractices, creating corporate cultures of cynicism and contempt that damage morale, destroy productivity, and ultimately destroy organizations.
If corporate cultures are going to experience a turnaround, managers and employees must expose these malpractices. In Management Malpractice, Hickman outlines and discusses twenty-five “malpracticed” principles, any of which would serve as an excellent starting point toward that end.