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

Cover......Page 1
Title Page......Page 4
Copyright Page......Page 5
Contents......Page 8
About the authors......Page 13
Acknowledgements......Page 14
Introduction......Page 15
How to get the most out of this book......Page 18
SECTION 1 HOW TO MANAGE PEOPLE......Page 20
 Introduction......Page 22
 1 Fayol’s 14 principles of management......Page 23
 2 Taylor and scientific management......Page 25
 3 Mayo and the Hawthorne experiments......Page 27
 4 Drucker on the functions of management (Crown as King)......Page 29
 5 McGregor’s X and Y theory......Page 31
 6 Covey’s seven habits™ of highly effective people......Page 33
 7 Management by Walking About (MBWA)......Page 35
 8 Warren Buffet on selecting the right staff......Page 37
 9 Michael Hammer on business process re-engineering (BPR)......Page 39
 10 Just-in-time manufacturing......Page 41
  A final word on management theories......Page 43
SECTION 2 HOW TO LEAD PEOPLE......Page 44
 Introduction......Page 46
 11 Trait theory......Page 47
 12 The Michigan and Ohio studies – basic style theory......Page 49
 13 Blake and Mouton’s leadership grid®......Page 51
 14 Hersey and Blanchard’s situational leadership theory (Crown as King)......Page 53
 15 Burns’ transactional leadership theory......Page 55
 16 House’s charismatic leadership theory......Page 57
 17 Burns’ transformational leadership (TL) theory......Page 59
 18 Bass and transformational leadership (TL) theory......Page 61
 19 Bennis and Nanus’ transformational leadership (TL) theory......Page 63
 20 Dansereau, Graen and Haga’s leader member exchange (LMX) theory......Page 65
 21 Drucker on why results make leaders......Page 67
 22 Warren Bennis on the myth that leaders are born not made......Page 69
  A final word on leadership theories......Page 71
SECTION 3 HOW TO MOTIVATE YOUR STAFF......Page 72
 Introduction......Page 74
 23 Maslow’s hierarchy of needs theory......Page 75
 24 Alderfer’s existence, relatedness and growth (ERG) theory......Page 77
 25 McClelland’s achievement and acquired needs theory......Page 79
 26 Herzberg’s motivation and hygiene theory......Page 81
 27 Adams’ equity theory......Page 83
 28 Vroom’s expectancy theory......Page 85
 29 Myers–Briggs’, personality type indicator......Page 87
 30 Hebb’s law of associated learning (limbic motivation)......Page 89
 31 Berne’s theory of transactional analysis (Crown as King)......Page 91
  A final word on motivation theories......Page 93
SECTION 4 THE MANAGER AS COACH......Page 94
 Introduction......Page 96
 32 Egan’s Skilled Helper model......Page 97
 33 Gallwey’s inner game......Page 99
 34 Gilbert and Whittleworth’s OSCAR model......Page 101
 35 Grimley’s 7Cs coaching model......Page 103
 36 Hale and Hutchinson’s INSIGHT coaching cycle......Page 105
 37 Landsberg’s tao of coaching (Crown as King)......Page 107
 38 Roger’s six principles of coaching......Page 109
 39 Whitmore’s GROW model......Page 111
  A final word on coaching theories......Page 113
SECTION 5 HOW TO BUILD AND MANAGE TEAMS......Page 116
 Introduction......Page 118
 40 Belbin’s team roles......Page 119
 41 Maccoby’s gamesman theory......Page 121
 42 Likert’s theory of team management styles......Page 123
 43 Homans’ theory of group formation......Page 125
 44 Tuckman’s group development sequence mode (Crown as King)......Page 127
 45 Wheelan’s integrated model of group development......Page 129
 46 Locke’s goal setting theory......Page 131
  A final word on team theories......Page 133
SECTION 6 HOW TO ANALYSE ORGANISATIONAL CULTURE......Page 134
 Introduction......Page 136
 47 Handy’s model of organisational culture (Crown as King)......Page 137
 48 Deal and Kennedy’s risk and feedback model......Page 139
 49 Morgan’s organisational metaphors......Page 141
 50 Graves’ cultural leadership theory......Page 143
 51 Schein’s three levels of organisational culture......Page 145
 52 Johnson and Scholes’ cultural web......Page 147
 53 Hofstede’s six cross-organisational dimensions......Page 149
 54 Hargreaves and Balkanised cultures......Page 151
  A final word on organisational culture theories......Page 153
SECTION 7 HOW TO MANAGE CHANGE......Page 154
 Introduction......Page 156
 55 Kübler-Ross’s change cycle......Page 157
 56 Johnson’s three rules of project management......Page 159
 57 Lewin’s force field analysis......Page 161
 58 Kotter’s eight-step approach to change......Page 163
 59 Moss Kanter and change masters (Crown as Queen)......Page 165
 60 Egan’s shadow-side theory......Page 167
 61 Winston Churchill on the value of post-implementation review......Page 169
  A final word on change management theories......Page 171
SECTION 8 STRATEGIC PLANNING......Page 172
 Introduction......Page 174
 62 The seven stages of strategic planning......Page 175
 63 Ansoff to Waterman – the evolution of strategic planning......Page 177
 64 The Boston Consulting Group matrix model (Crown as King)......Page 179
 65 Johnson, Scholes and Wittingham’s stakeholder mapping theory......Page 181
 66 Porter’s five forces theory......Page 183
 67 SWOT and PEST done right! (THE FIRST 11)......Page 185
 68 Unexploded bombs......Page 187
 69 Taleb’s Black Swan events......Page 189
 70 Scenario planning......Page 191
  A final word on strategic management theories......Page 193
SECTION 9 DECISION MAKING......Page 194
 Introduction......Page 196
 71 Townsend’s rules of decision making (Crown as King)......Page 197
 72 The Eisenhower principle and the delegation of decisions......Page 199
 73 The McNamara fallacy: the vital information that decision makers ignore......Page 201
 74 Offshoring core functions......Page 203
 75 Kim and Mauborgne’s blue ocean strategy......Page 205
 76 Discounted Cashflow (DCF)......Page 207
  A final word on strategic management theories......Page 209
SECTION 10 HOW TO MANAGE QUALITY......Page 210
 Introduction......Page 212
 77 Deming’s seven deadly diseases......Page 213
 78 Juran’s quality trilogy......Page 215
 79 Crosby’s maturity grid (Crown as King)......Page 217
 80 Peters, Waterman and Austin’s excellence model......Page 219
 81 Ishikawa’s fishbone model......Page 221
 82 Imai’s Kaizen 5s housekeeping theory......Page 223
 83 The benchmarking matrix......Page 225
 84 The excellence model......Page 227
  A final word on quality management theories......Page 229
SECTION 11 HOW TO EXERCISE AUTHORITY, POWER AND INFLUENCE......Page 230
 Introduction......Page 232
 85 Weber’s tripartite classification of authority......Page 233
 86 French and Raven’s sources of power theory (Crown as King)......Page 235
 87 Machiavelli’s guide to survival......Page 237
 88 Sophocles on how to lose power......Page 239
 89 Handy negative power......Page 241
 90 Sources of influence......Page 243
  A final word on authority, power and influence theories......Page 247
SECTION 12 THE BEST OF THE REST – A MISCELLANY OF GREAT IDEAS FOR MANAGERS......Page 248
 Introduction......Page 250
 91 The pareto principle (Crown as King)......Page 251
 92 Thomas and Kilmann’s conflict resolution model......Page 253
 93 Grinder and Bandler’s Neuro Linguistic programming (NLP) filtering theory......Page 255
 94 Goleman’s theory of emotional intelligence......Page 257
 95 Boyd’s OODA loop......Page 259
 96 Luft and Ingram’s Johari windows......Page 261
 97 SMART goals......Page 263
 98 Costa and Kellick’s critical friend......Page 265
 99 Kandola and Fullerton’s managing the MOSAIC......Page 267
 100 Kumra and Manfredi on managing equality and diversity......Page 269
 101 Peter and Hull’s Peter Principle......Page 271
  A final word on the best of the rest theories......Page 273
The one theory that shall rule them all, and why we picked it......Page 274
A very final word......Page 276
Further reading......Page 278
Index......Page 280