101 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 promotion
All you need to know and how to apply it – in a nutshell.
The Little Book of Big Management Theories: and how to use them| James McGrath (Author), Bob Bates (Author)| FT Press
Table of Contents
Preface
Introduction
How to get the most out of this book
SECTION 1: HOW TO MANAGE PEOPLE
Introduction, Fayol’s 14 principles of management, Taylor and scientific management, Mayo and the Hawthorne experiments, Drucker on the functions of management (Crown as King), McGregor’s X and Y theory, Covey’s seven habits™ of highly effective people, Management by Walking About (MBWA), Warren Buffet on selecting the right staff, Michael Hammer on business process re-engineering (BPR), Just-in-time manufacturing, A final word on management theories.
SECTION 2: HOW TO LEAD PEOPLE
Introduction, Trait theory, The Michigan and Ohio studies – basic style theory, Blake and Mouton’s leadership grid, Hersey and Blanchard’s situational leadership theory (Crown as King), Burns’ transactional leadership theory, House’s charismatic leadership theory, Burns’ transformational leadership (TL) theory, Bass and transformational leadership (TL) theory, Bennis and Nanus’ transformational leadership (TL) theory, Dansereau, Graen and Haga’s leader member exchange (LMX) theory, Drucker on why results make leaders, 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, Maslow’s hierarchy of needs theory, Alderfer’s existence, relatedness and growth (ERG) theory, McClelland’s achievement and acquired needs theory, Herzberg’s motivation and hygiene theory, Adams’ equity theory, Vroom’s expectancy theory, Myers–Briggs’, personality type indicator, Hebb’s law of associated learning (limbic motivation), Berne’s theory of transactional analysis (Crown as King), A final word on motivation theories.
SECTION 4: THE MANAGER AS COACH
Introduction, Egan’s Skilled Helper model, Gallwey’s inner game, Gilbert and Whittleworth’s OSCAR model, Grimley’s 7Cs coaching model, Hale and Hutchinson’s INSIGHT coaching cycle, Landsberg’s tao of coaching (Crown as King), Roger’s six principles of coaching, Whitmore’s GROW model, A final word on coaching theories.
SECTION 5: HOW TO BUILD AND MANAGE TEAMS
Introduction, Belbin’s team roles, Maccoby’s gamesman theory, Likert’s theory of team management styles, Homans’ theory of group formation, Tuckman’s group development sequence mode (Crown as King), Wheelan’s integrated model of group development, Locke’s goal setting theory, A final word on team theories.
SECTION 6: HOW TO ANALYSE ORGANISATIONAL CULTURE
Introduction, Handy’s model of organisational culture (Crown as King), Deal and Kennedy’s risk and feedback model, Morgan’s organisational metaphors, Graves’ cultural leadership theory, Schein’s three levels of organisational culture, Johnson and Scholes’ cultural web, Hofstede’s six cross-organisational dimensions, Hargreaves and Balkanised cultures, A final word on organisational culture theories.
SECTION 7: HOW TO MANAGE CHANGE
Introduction, Kübler-Ross’s change cycle, Johnson’s three rules of project management, Lewin’s force field analysis, Kotter’s eight-step approach to change, Moss Kanter and change masters (Crown as Queen), Egan’s shadow-side theory, Winston Churchill on the value of post-implementation review, A final word on change management theories.
SECTION 8: STRATEGIC PLANNING
Introduction, The seven stages of strategic planning, Ansoff to Waterman – the evolution of strategic planning, The Boston Consulting Group matrix model (Crown as King), Johnson, Scholes and Wittingham’s stakeholder mapping theory, Porter’s five forces theory, SWOT and PEST done right! (THE FIRST 11), Unexploded bombs, Taleb’s Black Swan events, Scenario planning, A final word on strategic management theories.
SECTION 9: DECISION MAKING
Introduction, Townsend’s rules of decision making (Crown as King), The Eisenhower principle and the delegation of decisions, The McNamara fallacy: the vital information that decision makers ignore, Offshoring core functions, Kim and Mauborgne’s blue ocean strategy, Discounted Cashflow (DCF), A final word on strategic management theories.
SECTION 10: HOW TO MANAGE QUALITY
Introduction, Deming’s seven deadly diseases, Juran’s quality trilogy, Crosby’s maturity grid (Crown as King), Peters, Waterman and Austin’s excellence model, Ishikawa’s fishbone model, Imai’s Kaizen 5s housekeeping theory,The benchmarking matrix, The excellence model, A final word on quality management theories.
SECTION 11: HOW TO EXERCISE AUTHORITY, POWER AND INFLUENCE
Introduction, Weber’s tripartite classification of authority, French and Raven’s sources of power theory (Crown as King), Machiavelli’s guide to survival, Sophocles on how to lose power, Handy negative power, 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, The pareto principle (Crown as King), Thomas and Kilmann’s conflict resolution model, Grinder and Bandler’s Neuro Linguistic programming (NLP) filtering theory, Goleman’s theory of emotional intelligence, Boyd’s OODA loop, Luft and Ingram’s Johari windows, SMART goals, Costa and Kellick’s critical friend, Kandola and Fullerton’s managing the MOSAIC, Kumra and Manfredi on managing equality and diversity, 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
LINK FOR THE BOOK
