A review of the many factors involved in becoming a good executive that, refreshingly, skips inhumane gulf about gamesmanship, winning through intimidation, or looking out for numero uno. While Schoenberg has no particular axe to grind, his book does not lack for persuasive points of view. Having interviewed 100 managers employed at all levels by well-known companies, he synthesizes their opinions and operating philosophies into a notably cogent account of what it takes to be a decently effective boss. There's fresh coverage of a lot of familiar ground beginning with starting out right (""The fact is, management considers hard work a virtue in itself""). Schoenberg proceeds systematically--but cheerily--to coping with competitive colleagues, setting and meeting goals (""any shortfall. . . is defined as an exception, immediately reportable""), motivating subordinates, learning from mistakes (""Analyze, don't agonize""), retaining productive employees, selecting successors, and moving up. Why be boss? ""I enjoy risk-taking and I keep testing my judgment,"" says Texas Instruments founder Erik Jonsson. Apt quotes plus judicious commentary give bossmanship back its good name.