Book Description 101 management theories from the world’s best management thinkers – the fast, focussed and express route to success. As a busy manager, you need solutions to everyday work problems fast. The Little Book of Big Management Theories gives you access to the very best theories and models that every manager should know and be able to use. Cutting through the waffle and hype, McGrath and Bates concentrate on the theories that really matter to managers day-to-day. Each theory is covered in two pages – telling you what it is, how to use it and the questions you should be asking – so you can immediately apply your new knowledge in the real world. The Little Book of Big Management Theories will ensure you can: Quickly resolve a wide range of practical management problems Be a better, more decisive manager who gets the job done Better motivate and influence your staff, colleagues and stakeholders Improve your standing and demonstrate that you are ready for promotion All you need to know and how to apply it – in a nutshell. Show and hide more
Table of Contents
Cover Title page Contents Dedication About the authors Acknowledgements Introduction How to get the most out of this book SECTION 1: HOW TO MANAGE PEOPLE Introduction 1 Fayol’s 14 principles of management 2 Taylor and scientific management 3 Mayo and the Hawthorne experiments 4 Drucker on the functions of management (Crown as King) 5 McGregor’s X and Y theory 6 Covey’s seven habits™ of highly effective people 7 Management by Walking About (MBWA) 8 Warren Buffet on selecting the right staff 9 Michael Hammer on business process re-engineering (BPR) 10 Just-in-time manufacturing A final word on management theories SECTION 2: HOW TO LEAD PEOPLE Introduction 11 Trait theory 12 The Michigan and Ohio studies – basic style theory 13 Blake and Mouton’s leadership grid® 14 Hersey and Blanchard’s situational leadership theory (Crown as King) 15 Burns’ transactional leadership theory 16 House’s charismatic leadership theory 17 Burns’ transformational leadership (TL) theory 18 Bass and transformational leadership (TL) theory 19 Bennis and Nanus’ transformational leadership (TL) theory 20 Dansereau, Graen and Haga’s leader member exchange (LMX) theory 21 Drucker on why results make leaders 22 Warren Bennis on the myth that leaders are born not made A final word on leadership theories SECTION 3: HOW TO MOTIVATE YOUR STAFF Introduction 23 Maslow’s hierarchy of needs theory 24 Alderfer’s existence, relatedness and growth (ERG) theory 25 McClelland’s achievement and acquired needs theory 26 Herzberg’s motivation and hygiene theory 27 Adams’ equity theory 28 Vroom’s expectancy theory 29 Myers–Briggs’, personality type indicator 30 Hebb’s law of associated learning (limbic motivation) 31 Berne’s theory of transactional analysis (Crown as King) A final word on motivation theories SECTION 4: THE MANAGER AS COACH Introduction 32 Egan’s Skilled Helper model 33 Gallwey’s inner game 34 Gilbert and Whittleworth’s OSCAR model 35 Grimley’s 7Cs coaching model 36 Hale and Hutchinson’s INSIGHT coaching cycle 37 Landsberg’s tao of coaching (Crown as King) 38 Roger’s six principles of coaching 39 Whitmore’s GROW model A final word on coaching theories SECTION 5: HOW TO BUILD AND MANAGE TEAMS Introduction 40 Belbin’s team roles 41 Maccoby’s gamesman theory 42 Likert’s theory of team management styles 43 Homans’ theory of group formation 44 Tuckman’s group development sequence mode (Crown as King) 45 Wheelan’s integrated model of group development 46 Locke’s goal setting theory A final word on team theories SECTION 6: HOW TO ANALYSE ORGANISATIONAL CULTURE Introduction 47 Handy’s model of organisational culture (Crown as King) 48 Deal and Kennedy’s risk and feedback model 49 Morgan’s organisational metaphors 50 Graves’ cultural leadership theory 51 Schein’s three levels of organisational culture 52 Johnson and Scholes’ cultural web 53 Hofstede’s six cross-organisational dimensions 54 Hargreaves and Balkanised cultures A final word on organisational culture theories SECTION 7: HOW TO MANAGE CHANGE Introduction 55 Kübler-Ross’s change cycle 56 Johnson’s three rules of project management 57 Lewin’s force field analysis 58 Kotter’s eight-step approach to change 59 Moss Kanter and change masters (Crown as Queen) 60 Egan’s shadow-side theory 61 Winston Churchill on the value of post-implementation review A final word on change management theories SECTION 8: STRATEGIC PLANNING Introduction 62 The seven stages of strategic planning 63 Ansoff to Waterman – the evolution of strategic planning 64 The Boston Consulting Group matrix model (Crown as King) 65 Johnson, Scholes and Wittingham’s stakeholder mapping theory 66 Porter’s five forces theory 67 SWOT and PEST done right! (THE FIRST 11) 68 Unexploded bombs 69 Taleb’s Black Swan events 70 Scenario planning A final word on strategic management theories SECTION 9: DECISION MAKING Introduction 71 Townsend’s rules of decision making (Crown as King) 72 The Eisenhower principle and the delegation of decisions 73 The McNamara fallacy: the vital information that decision makers ignore 74 Offshoring core functions 75 Kim and Mauborgne’s blue ocean strategy 76 Discounted Cashflow (DCF) A final word on strategic management theories SECTION 10: HOW TO MANAGE QUALITY Introduction 77 Deming’s seven deadly diseases 78 Juran’s quality trilogy 79 Crosby’s maturity grid (Crown as King) 80 Peters, Waterman and Austin’s excellence model 81 Ishikawa’s fishbone model 82 Imai’s Kaizen 5s housekeeping theory 83 The benchmarking matrix 84 The excellence model A final word on quality management theories SECTION 11: HOW TO EXERCISE AUTHORITY, POWER AND INFLUENCE Introduction 85 Weber’s tripartite classification of authority 86 French and Raven’s sources of power theory (Crown as King) 87 Machiavelli’s guide to survival 88 Sophocles on how to lose power 89 Handy negative power 90 Sources of influence A final word on authority, power and influence theories SECTION 12: THE BEST OF THE REST – A MISCELLANY OF GREAT IDEAS FOR MANAGERS Introduction 91 The pareto principle (Crown as King) 92 Thomas and Kilmann’s conflict resolution model 93 Grinder and Bandler’s Neuro Linguistic programming (NLP) filtering theory 94 Goleman’s theory of emotional intelligence 95 Boyd’s OODA loop 96 Luft and Ingram’s Johari windows 97 SMART goals 98 Costa and Kellick’s critical friend 99 Kandola and Fullerton’s managing the MOSAIC 100 Kumra and Manfredi on managing equality and diversity 101 Peter and Hull’s Peter Principle A final word on the best of the rest theories The one theory that shall rule them all, and why we picked it A very final word Further reading Index Advertisements Imprint