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| Introduction | |
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| How to get the most out of this book | |
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| How to manage people | |
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| Introduction | |
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| Fayol's 14 principles of management | |
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| structure and control | |
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| Fayol's 14 principles of management | |
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| working relationships | |
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| Taylor and scientific management | |
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| Mayo and the Hawthorn experiments | |
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| Urwick's ten principles of management | |
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| Drucker on the functions of management | |
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| McGregor's X and Y theory | |
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| Peters and Waterman's theory of management | |
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| Covey's 7 habits of successful people | |
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| Management by walking about (MBWA) | |
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| A final word on management | |
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| How to lead people | |
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| Introduction | |
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| Trait theory | |
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| The Michigan and Ohio basic style theory | |
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| Blake and Mouton's managerial grid | |
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| Adair's action centred leadership | |
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| Fiedler's contingency theory | |
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| Hersey and Blanchard's situational leadership | |
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| Burn's transactional leadership theory | |
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| Dansereau, Graen and Haga leader member exchange theory (LMX) | |
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| House and charismatic leadership theory | |
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| Burns and transformational leadership | |
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| Bass and transformational leadership | |
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| Bennis and Nanus and transformational leadership | |
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| A final word on leadership | |
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| How to motivate staff | |
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| Introduction | |
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| Maslow's hierarchy of needs | |
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| Alderfer's existence, relatedness and growth theory (ERG) theory | |
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| McClellands achievement and acquired needs theory | |
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| Herzberg's motivation and hygiene theory | |
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| Adam's equity theory | |
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| Vroom's expectancy theory | |
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| The Hackman and Oldham job characteristic model | |
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| Ernst's OK Corral model | |
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| Berne's theory of transactional analysis | |
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| A final word on motivation | |
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| How to build and manage teams | |
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| Introduction | |
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| Belbin's team roles | |
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| Maccoby's Gamesman theory | |
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| Likert's theory of team management | |
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| The Drexler-Sibbet team performance model | |
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| Homan's theory of group formation | |
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| Tuckman's group development sequence model | |
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| Wheelan's integrated model of group development | |
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| Locke's goal setting theory | |
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| A final word on teams | |
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| How to analyse organisational culture | |
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| Introduction | |
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| Handy's model of organisational culture | |
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| Deal and Kennedy's risk and feedback model | |
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| Morgan's organisational metaphors | |
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| Graves's cultural leadership theory | |
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| Schein's three levels of organisational culture | |
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| Johnson and Scholes' cultural web | |
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| Hofstede's six cross-organisational developments | |
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| Hargreaves and Balkanised cultures | |
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| A final word on organisational culture | |
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| How to lead change | |
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| Introduction | |
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| The Kubler-Ross coping with change cycle model | |
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| Shewart's plan-do-check-act (PDCA) model | |
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| Lewin's freeze/unfreeze model | |
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| Lewin's force field analysis | |
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| Kotter's eight step approach to change | |
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| Moss-Kanter and change masters | |
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| Burke-Letwin's drivers for change | |
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| Egan's shadow side theory | |
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| A final word on leading change | |
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| Strategic management | |
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| Introduction | |
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| Johnson and Scholes the seven stages of strategic planning | |
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| Ansoff Top down approaches to strategic management (the modernist approach) | |
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| Peters and Waterman strategic planning as chaos (the post-modernist approach tostrategic management) | |
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| Quinn, Hamdi and Prahaland middle of the road strategic management (the new modernist approach) | |
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| The Boston Consulting Group matrix model | |
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| The McKinsey 7S framework model | |
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| Johnson, Scholes and Wittingham's stakeholder mapping theory | |
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| Porter's value chain theory | |
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| Porter's five forces theory | |
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| SWOT analysis | |
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| PEST/PESTLE analysis | |
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| Scenario planning | |
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| A final word on strategic management | |
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| How to manage quality | |
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| Introduction | |
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| Deming's seven deadly diseases of quality | |
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| Juran's quality trilogy | |
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| Crosby's maturity grid model | |
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| Peters and Waterman's excellence model | |
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| Ishikawa cause and effect (fishbone) model | |
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| Imai's Kaizan theory | |
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| The Benchmarking matrix | |
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| The Excellence Model | |
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| A final word on quality | |
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| How to exercise authority, power and influence | |
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| Introduction | |
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| Weber's tripartite theory of authority | |
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| French and Ravens the five sources of power | |
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| Sources of influence | |
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| Machiavelli's guide to survival | |
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| Ronson's Psychopath's test | |
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| A final word on authority, influence power and ethics | |
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| The best of the rest. A miscellany of great ideas for managers | |
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| Introduction | |
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| The Pareto Principle | |
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| The Eisenhower's Principle and Covey's time management theory | |
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| The Thomas and Kilman's conflict resolution model | |
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| Grinder and Bandler'sneuro linguistic programming (NLP)theory | |
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| Goleman's theory of emotional intelligence | |
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| Boyd's OODA loop | |
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| Luft and Ingram's Johari Windows | |
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| The McNamara Falacy | |
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| SMART targets | |
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| A final word on the best of the rest | |