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