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SECTION 8: STRATEGIC PLANNING
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SECTION 8: STRATEGIC PLANNING
by Dr. Bob Bates, Dr. James McGrath
The Little Book of Big Management Theories, 2nd Edition
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
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Imprint
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SECTION 8
STRATEGIC PLANNING
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