The Little Book of Big Management Theories: ... and how to use them

By Jim McGrath, Bob Bates

Published by FT Press

Published Date: Dec 5, 2013

Description

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 promotion

 

All 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

Table of Contents

Introduction

 

How to get the most out of this book

 

Section 1 How to manage people

 

Introduction

T1 Fayol’s 14 principles of management part 1: structure and control

T2 Fayol’s 14 principles of management part 2: working relationships

T3 Taylor and scientific management

T4 Mayo and the Hawthorn experiments

T5 Urwick’s ten principles of management

T6 Drucker on the functions of management

T7 McGregor’s X and Y theory

T8 Peters and Waterman’s theory of management

T9 Covey’s 7 habits of highly effective people

T10 Management by walking about (MBWA)

A final word on management

 

Section 2 How to lead people

 

Introduction

T11 Trait theory

T12 The Michigan and Ohio basic style theory

T13 Blake and Mouton’s leadership grid

T14 Adair’s action centred leadership

T15 Fiedler’s contingency theory

T16 Hersey and Blanchard’s situational leadership

T17 Burn’s transactional leadership theory

T18 Dansereau, Graen and Haga leader member exchange (LMX) theory T19 House and charismatic leadership theory

T20 Burns and transformational leadership

T21 Bass and transformational leadership

T22 Bennis and Nanus and transformational leadership

A final word on leadership

 

Section 3 How to motivate staff

 

Introduction

T23 Maslow’s hierarchy of needs theory

T24 Alderfer’s existence, relatedness and growth (ERG) theory

T25 McClellands achievement and acquired needs theory

T26 Herzberg’s motivation and hygiene theory

T27 Adam’s equity theory

T28 Vroom’s expectancy theory

T29 The Hackman and Oldham job characteristic model

T30 Ernst’s OK Corral model

T31 Berne’s theory of transactional analysis

A final word on motivation 

 

Section 4 How to build and manage teams

 

Introduction

T32 Belbin’s team roles

T33 Maccoby’s Gamesman theory

T34 Likert’s theory of team management styles

T35 Drexler/ Sibbet Team Performance Model

T36 Homan’s theory of group formation

T37 Tuckman’s group development sequence model

T38 Wheelan’s integrated model of group development

T39 Locke’s goal setting theory

A final word on teams

 

Section 5 How to analyse organisational culture

 

Introduction

T40 Handy’s model of organisational culture

T41 Deal and Kennedy’s risk and feedback model

T42 Morgan’s organisational metaphors

T43 Graves’s cultural leadership theory

T44 Schein’s three levels of organisational culture

T45 Johnson and Scholes’ cultural web

T46 Hofstede’s six cross-organisational dimensions

T47 Hargreaves and Balkanised cultures

A final word on organisational culture

 

Section 6 How to lead change

 

Introduction

T48 The Kubler-Ross coping with change cycle model

T49 Shewhart’s plan-do-check-act (PDCA) model

T50 Lewin’s freeze/unfreeze model

T51 Lewin’s force field analysis

T52 Kotter’s eight step approach to change

T53 Moss-Kanter and change masters

T54 Burke-Letwin’s drivers for change

T55 Egan’s shadow side theory

A final word on leading change

 

Section 7 Strategic management

 

Introduction

T56 Johnson and Scholes the seven stages of strategic planning

T57Ansoff 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 theory

T61 The McKinsey 7S framework model

T62 Johnson, Scholes and Wittingham’s stakeholder mapping theory

T63 Porter’s value chain theory

T64 Porter’s five forces theory

T65 SWOT analysis

T66 PEST/PESTLE analysis

T67 Scenario planning

A final word on strategic management 

 

Section 8 How to manage quality

 

Introduction

T68 Deming’s seven deadly diseases of quality

T69Juran’s quality trilogy

T70 Crosby’s maturity grid model

T71 Peters and Waterman’s excellence model

T72 Ishikawa cause and effect (fishbone) model  

T73 Imai’s Kaizan 5S housekeeping theory

T74 The Benchmarking matrix

T75 The Excellence Model

A final word on quality management

 

Section 9 How to exercise authority, power and influence

 

Introduction

T76 Weber’s tripartite theory of authority

T77 French and Ravens the five sources of power

T78 Sources of influence

T79 Machiavelli’s guide to survival

T80 Ronson’s Psychopath’s test

A final word on authority, influence power and ethics

 

Section 10 - The best of the rest. A miscellany of great ideas for managers

Introduction

T81 The Pareto Principle

T82 The Eisenhower Principle and Covey’s time management theory

T83The Thomas and Kilman’s conflict resolution model

T84 Grinder and Bandler’sneuro linguistic programming (NLP)theory

T85Goleman’s theory of emotional intelligence

T86 Boyd’s OODA loop

T87 Luft and Ingram’s Johari windows

T88 The McNamara Falacy

T89 SMART targets

A final word on the best of the rest

 

The one theory that shall rule them all, and why we picked it

A very final word

Further reading

Index

 

 

Purchase Info

ISBN-10: 0-273-78526-5

ISBN-13: 978-0-273-78526-2

Format: Book

$26.99

We're temporarily out of stock, but order now and we'll send it to you later.

Back Order