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Winner of the 'Practical Manager' category at the Chartered Management Institute Management Book of the Year Awards.The Little Book of Big Management Theories was praised by judges for being relevant, highly readable and refreshing in its approach - useful to experienced and new managers alike. Covering 89 management theories, it provides a summary of each theory, a guide of how to use it and a list of questions to ask, making it an ideal reference book. Rebecca Taylor, the Dean and Director of Studies at the Open University Business School, explained why the book deserved to win: "This book was a delight to read and was a highly refreshing approach to the world of management. The 'big' ideas have been boiled down into easily-digestible chunks that are perfect either as an introduction or a refresher for the more experienced manager. The personal writing style and lack of preaching makes it a brilliant desk-side companion for a manager of any level, and I highly recommend it." 89 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 promotionAll you need to know and how to apply it - in a nutshell.'I'll make sure that every manager in our pharmacy outlets gets a copy of this book.' Manjit Jhooty, Managing Director, Jhoots Pharmacy 'Every manager should read this book.'Geoff Round, Chief Executive, Birmingham Civic Housing Association Ltd
Contents
IntroductionHow to get the most out of this book Section 1 How to manage peopleIntroductionT1 Fayol's 14 principles of management part 1: structure and controlT2 Fayol's 14 principles of management part 2: working relationships T3 Taylor and scientific managementT4 Mayo and the Hawthorn experimentsT5 Urwick's ten principles of managementT6 Drucker on the functions of managementT7 McGregor's X and Y theory T8 Peters and Waterman's theory of managementT9 Covey's 7 habits of highly effective peopleT10 Management by walking about (MBWA)A final word on management Section 2 How to lead peopleIntroductionT11 Trait theoryT12 The Michigan and Ohio basic style theory T13 Blake and Mouton's leadership gridT14 Adair's action centred leadershipT15 Fiedler's contingency theoryT16 Hersey and Blanchard's situational leadership T17 Burn's transactional leadership theoryT18 Dansereau, Graen and Haga leader member exchange (LMX) theory T19 House and charismatic leadership theoryT20 Burns and transformational leadershipT21 Bass and transformational leadershipT22 Bennis and Nanus and transformational leadership A final word on leadershipSection 3 How to motivate staffIntroductionT23 Maslow's hierarchy of needs theoryT24 Alderfer's existence, relatedness and growth (ERG) theoryT25 McClellands achievement and acquired needs theoryT26 Herzberg's motivation and hygiene theoryT27 Adam's equity theoryT28 Vroom's expectancy theoryT29 The Hackman and Oldham job characteristic modelT30 Ernst's OK Corral modelT31 Berne's theory of transactional analysisA final word on motivation Section 4 How to build and manage teamsIntroductionT32 Belbin's team roles T33 Maccoby's Gamesman theoryT34 Likert's theory of team management stylesT35 Drexler/ Sibbet Team Performance ModelT36 Homan's theory of group formationT37 Tuckman's group development sequence modelT38 Wheelan's integrated model of group developmentT39 Locke's goal setting theoryA final word on teamsSection 5 How to analyse organisational cultureIntroductionT40 Handy's model of organisational cultureT41 Deal and Kennedy's risk and feedback modelT42 Morgan's organisational metaphorsT43 Graves's cultural leadership theoryT44 Schein's three levels of organisational cultureT45 Johnson and Scholes' cultural web T46 Hofstede's six cross-organisational dimensionsT47 Hargreaves and Balkanised cultures A final word on organisational cultureSection 6 How to lead changeIntroductionT48 The Kubler-Ross coping with change cycle modelT49 Shewhart's plan-do-check-act (PDCA) modelT50 Lewin's freeze/unfreeze modelT51 Lewin's force field analysisT52 Kotter's eight step approach to changeT53 Moss-Kanter and change mastersT54 Burke-Letwin's drivers for changeT55 Egan's shadow side theoryA final word on leading changeSection 7 Strategic managementIntroductionT56 Johnson and Scholes the seven stages of strategic planningT57Ansoff Top down approaches to strategic management (the modernist approach)T58 Peters and Waterman strategic planning as chaos (the post-modernist approach tostrategic management)T59 Quinn, Hamdi and Prahaland middle of the road strategic management (the new modernist approach) T60 The Boston Consulting Group matrix theoryT61 The McKinsey 7S framework model T62 Johnson, Scholes and Wittingham's stakeholder mapping theoryT63 Porter's value chain theory T64 Porter's five forces theoryT65 SWOT analysisT66 PEST/PESTLE analysisT67 Scenario planningA final word on strategic management Section 8 How to manage qualityIntroductionT68 Deming's seven deadly diseases of qualityT69Juran's quality trilogyT70 Crosby's maturity grid modelT71 Peters and Waterman's excellence modelT72 Ishikawa cause and effect (fishbone) model T73 Imai's Kaizan 5S housekeeping theoryT74 The Benchmarking matrixT75 The Excellence ModelA final word on quality managementSection 9 How to exercise authority, power and influence IntroductionT76 Weber's tripartite theory of authorityT77 French and Ravens the five sources of powerT78 Sources of influence T79 Machiavelli's guide to survival T80 Ronson's Psychopath's testA final word on authority, influence power and ethicsSection 10 - The best of the rest. A miscellany of great ideas for managersIntroductionT81 The Pareto Principle T82 The Eisenhower Principle and Covey's time management theoryT83The Thomas and Kilman's conflict resolution modelT84 Grinder and Bandler'sneuro linguistic programming (NLP)theoryT85Goleman's theory of emotional intelligenceT86 Boyd's OODA loopT87 Luft and Ingram's Johari windowsT88 The McNamara FalacyT89 SMART targetsA final word on the best of the restThe one theory that shall rule them all, and why we picked itA very final wordFurther readingIndex
