This section contains a number of really great theories, each of which could have been squeezed into one of the other sections. I wanted to end, however, with a selection of theories that transcend neat classification. Why? Because management transcends neat classification. For example, there are a number of theories on motivation discussed in this book. Does that mean that as a manager you can only motivate staff when you use one of those theories? Of course not. Your personality and style of management, how you talk to people and take account of their needs when planning or managing change all impact on their motivational levels. This section is intended to remind you that the knowledge gained from one theory can often be applied in numerous situations, so don’t build arbitrary walls between theories.

The Pareto Principle, which kicks off this section, is a great example of how one theory can be applied in numerous situations and help managers identify where they should concentrate their efforts. Others will provide insights into your personality and the personalities of those you work with and how to communicate effectively and avoid conflict. There are also two entries that cover the importance of managing the diversity that exists in your organisation.

I hope you enjoy reading this section, but don’t look for or expect to find a single theme to emerge as you read because, to put it simply, there just isn’t one.