The little book of big management theories ... and how to use them

Enhanced descriptions from Syndetics:

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.'

'Every manager should read this book.'

Geoff Round, Chief Executive, Birmingham Civic Housing Association Ltd

Table of contents provided by Syndetics

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