Cover image for The little book of big management theories ... and how to use them
Title:
The little book of big management theories ... and how to use them
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Publication Information:
Harlow, England : Pearson, 2013
Physical Description:
xvii, 253 pages ; 22 cm.
ISBN:
9780273785262
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Item Category 1
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PRZS 35000000001436 HD31 M346 2013 Open Access Book Book
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Summary

Summary

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 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


Author Notes

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 ,nbsp; published by Pearson.

nbsp;

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.


Table of Contents

About the authorsp. xi
Acknowledgementsp. xii
Introductionp. xiii
How to get the most out of this bookp. xvi
Section 1 How To Manage Peoplep. 1
Introductionp. 3
1 Fayol's 14 principles of management: Part 1-structure and controlp. 4
2 Fayol's 14 principles of management: Part 2-working relationshipsp. 6
3 Taylor and scientific managementp. 8
4 Mayo and the Hawthorne experimentsp. 10
5 Urwick's ten principles of managementp. 12
6 Drucker on the functions of managementp. 14
7 McGregor's X and Y theoryp. 16
8 Peters and Waterman's theory of managementp. 18
9 Covey's seven habits" of highly effective peoplep. 20
10 Management by walking about (MBWA)p. 22
A final word on management theoriesp. 24
Section 2 How To Lead Peoplep. 27
Introductionp. 28
11 Trait theoryp. 30
12 The Michigan and Ohio studies basic style theoryp. 32
13 Blake and Mouton's leadership grid"p. 34
14 Adair's action-centred leadershipp. 36
15 Fiedler's contingency theoryp. 38
16 Hersey and Blanchard's situational leadership theoryp. 40
17 Burns' transactional leadership theoryp. 42
18 Dansereau, Graen and Haga's leader member exchange (LMX) theoryp. 44
19 House's charismatic leadership theoryp. 46
20 Burns' transformational leadership (TL) theoryp. 48
21 Bass and transformational leadership (TL) theoryp. 50
22 Bennis and Nanus' transformational leadership (TL) theoryp. 52
A final word on leadership theoriesp. 54
Section 3 How To Motivate Your Staffp. 57
Introductionp. 58
23 Maslow's hierarchy of needs theoryp. 60
24 Alderfer's existence, relatedness and growth (ERG) theoryp. 62
25 McClelland's achievement and acquired needs theoryp. 64
26 Herzberg's motivation and hygiene theoryp. 66
27 Adams' equity theoryp. 68
28 Vroom's expectancy theoryp. 70
29 The Hackman and Oldham job characteristic modelp. 72
30 Ernst's OK Corral modelp. 74
31 Berne's theory of transactional analysisp. 76
A final word on motivation theoriesp. 78
Section 4 How To Build And Manage Teamsp. 81
Introductionp. 83
32 Belbin's team rolesp. 84
33 Maccoby's gamesman theoryp. 86
34 Likert's theory of team management stylesp. 88
35 Drexler/Sibbet Team Performance Model"p. 9o
36 Homan's theory of group formationp. 92
37 Tuckman's group development sequence modelp. 94
38 Wheelan's integrated model of group developmentp. 96
39 Locke's goal setting theoryp. 98
A final word on team theoriesp. 100
Section 5 How To Analyse Organisational Culturep. 103
Introductionp. 104
40 Handy's model of organisational culturep. 106
41 Deal and Kennedy's risk and feedback modelp. 108
42 Morgan's organisational metaphorsp. 110
43 Graves' cultural leadership theoryp. 112
44 Schein's three levels of organisational culturep. 114
45 Johnson and Scholes' cultural webp. 116
46 Hofstede's six cross-organisational dimensionsp. 118
47 Hargreaves and Balkanised culturesp. 120
A final word on organisational culture theoriesp. 122
Section 6 How To Manage Changep. 125
Introductionp. 127
48 Kubler-Ross's change cyclep. 128
49 Shewhart's plan-do-check-act (PDCA) modelp. 130
50 Lewin's unfreeze-change-refreeze modelp. 132
51 Lewin's force field analysisp. 134
52 Kotter's eight-step approach to changep. 136
53 Moss Kanter and change mastersp. 138
54 Burke-Litwin's drivers for changep. 140
55 Egan's shadow-side theoryp. 142
A final word on change management theoriesp. 144
Section 7 Strategic Managementp. 147
Introductionp. 148
56 Johnson and Scholes' seven stages of strategic planningp. 150
57 Ansoff's modernist approach to strategic managementp. 152
58 Peters and Waterman's post-modernist approach to strategic managementp. 154
59 Quinn, Hamel and Prahalad: the new modernist approachp. 156
60 The Boston Consulting Group matrix modelp. 158
61 The McKinsey 7-S framework modelp. 160
62 Johnson, Scholes and Wittingham's stakeholder mapping theoryp. 162
63 Porter's value chain theoryp. 164
64 Porter's five forces theoryp. 166
65 SWOT analysisp. 168
66 PEST/PESTLE analysisp. 170
67 Scenario planningp. 172
A final word on strategic management theoriesp. 174
Section 8 How To Manage Qualityp. 177
Introductionp. 179
68 Deming's seven deadly diseasesp. 180
69 Juran's quality trilogyp. 182
70 Crosby's maturity gridp. 184
71 Peters, Waterman and Austin's excellence modelp. 186
72 Ishikawa's fishbone modelp. 188
73 Imai's Kaizen 5S housekeeping theoryp. 190
74 The benchmarking matrixp. 192
75 The excellence modelp. 194
A final word on quality management theoriesp. 196
Section 9 How To Exercise Authority, Power And Influencep. 199
Introductionp. 200
76 Weber's tripartite classification of authorityp. 202
77 French and Raven's sources of power theoryp. 204
78 Sources of influencep. 206
79 Machiavelli's guide to survivalp. 210
80 Ronson's psychopath testp. 212
A final word on authority, power and influence theoriesp. 214
Section 10 The Best Of The Rest-A Miscellany Of Great Ideas For Managersp. 217
Introductionp. 219
81 The Pareto principlep. 220
82 The Eisenhower principlep. 222
83 Thomas and Kilmann's conflict resolution modelp. 224
84 Grinder and Bandler's Neuro Linguistic Programming (NLP) filtering theoryp. 226
85 Goleman's theory of emotional intelligencep. 228
86 Boyd's OODA loopp. 230
87 Luft and Ingram's Johari windowsp. 232
88 SMART goalsp. 234
89 The McNamara fallacyp. 236
A final word on the best of the restp. 238
The one theory that shall rule them all, and why we picked itp. 241
A very final wordp. 243
Further readingp. 245
Indexp. 246