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

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.

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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.

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

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Table of Contents