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

Description

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.

Geoff Round, Chief Executive, Birmingham Civic Housing Association Ltd

Sample Content

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 manage

Updates

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