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Library Journal Review

In this ``how-to'' book, Grothe and Wylie show that problem bosses are not rare, and then go on to offer 12 ways to handle such individuals. These range from doing nothing or changing your own behavior and attitudes to talking to your boss one on one or ``firing'' your boss (resigning, that is). The authors explain advantages and disadvantages of each alternative so that the employee can decide which might be appropriate in a given situation and understand what the risks associated with that alternative might be. Although much has been written on problem employees, problem bosses have not received the same attention. Recommended for collections serving abusiness clientele. BOMC/Fortune alternate and Psychology Today Book Club alternate. Michael D. Kathman, St. John's Univ. Lib., Collegeville, Minn. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Publishers Weekly Review

Partners in a counseling service, psychologists Wylie and Grothe here offer advice to employees, a reversal of their previous guide, Problem Employees. A compilation of complaints about superiors who are rude, unfair, dishonest, incompetent, etc., is followed by details on 12 programs for improving the situation in one's workplace. Noting that their suggested strategies aren't guaranteed of success, the authors first instruct readers to ``have fun, even if the topic is serious.'' The tenor of the guide is jolliness, which seems questionable, particularly in view of possible consequences, for example, the damage that can be suffered by people who report on powerful higher-ups. Suggestions on dealing with problem supervisors range from ``doing nothing'' to ``firing the boss,'' i.e., quitting your job. Macmillan Executive Program, BOMC/Fortune, Nurse's Club, McGraw-Hill all clubs and Prentice-Hall all clubs selection; Psychology Today alternate. (February 1) (c) Copyright PWxyz, LLC. All rights reserved

Booklist Review

The notion that most managers and supervisors are effective is based on myth, not fact, say psychologists Grothe and Wylie. After classifying every conceivable type of inconsiderate, obnoxious, incompetent, and neurotic authority figure currently at large in the workplace, they maintain that bosses are rarely chosen for their managerial ability and that the majority of them (including the MBAs) never receive proper training. The suggestions offered to employees for dealing with these problematic people range from cautious to risky and include strategies for acceptance, direct and indirect communication, and confrontation. (When all else fails, the authors logically advise, move on to another job.) Interesting case studies and a touch of humor enliven the text. To be indexed. PMS. 650.1'3 Managing your boss [CIP] 86-9009