SECTION 12: THE BEST OF THE REST – A MISCELLANY OF GREAT IDEAS FOR MANAGERS
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
- 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
-
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