The Little Book of Big Management Theories
Pearson Education Limited (Verlag)
978-0-273-78526-2 (ISBN)
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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 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
Jim McGrath has worked in both the private and public sectors as a senior manager. He was Senior Lecturer for the MA Professional Development at the City of Birmingham University. For his doctoral thesis he researched the ‘Exercise of Management and Leadership’. He is also the co-author of three books including Your Education Leadership Handbook, published by Pearson. Dr. Bob Bates worked in the Civil Service for many years as a senior manager before becoming a Senior Lecturer at Birmingham City University in 1997. Throughout his career he has worked extensively with SMEs specialising in staff and management development.
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
| Erscheint lt. Verlag | 7.11.2013 |
|---|---|
| Verlagsort | Harlow |
| Sprache | englisch |
| Maße | 141 x 216 mm |
| Gewicht | 332 g |
| Themenwelt | Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management |
| ISBN-10 | 0-273-78526-5 / 0273785265 |
| ISBN-13 | 978-0-273-78526-2 / 9780273785262 |
| Zustand | Neuware |
| Informationen gemäß Produktsicherheitsverordnung (GPSR) | |
| Haben Sie eine Frage zum Produkt? |
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