James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University. He is also co-author of The Little Book of Big Management Theories and author of The Little Book of Big Management Questions and The Little Book of Big Decision Models.
Inhaltsangabe
About the author Acknowledgements Introduction How to get the most out of this book
Section 1: Managing a Successful Business Introduction 1 Peter Drucker on why customers are more important than profits 2 Jack Walsh on the need for a competitive advantage 3 Marvin Bower on why more cohesion and less hierarchy is required in organisations 4 Harold Geneen on why cash is king 5 Andrew Carnegie on taking care of the pennies 6 Sam Walton on why you should ignore conventional wisdom 7 Jeff Bozos on two ways to expand your business 8 Phillip Kotler on creating markets 9 Laurence J. Peter on why people rise to the level of their own incompetence 10 Warren Bennis on why failing organisations need leadership not more management Conclusion
Section 2: Managing Yourself and Your Career Introduction 11 Theodore Levitt on making your career your business 12 Henry Ford on pursuing your heart’s desire 13 Dale Carnegie on how people know you 14 Henry Ford on self-confidence and self-doubt 15 Moly Sargent on investing in your greatest asset – you 16 Andrew Carnegie on why you can’t do it all yourself 17 Thomas Edison on why persistence not inspiration leads to success 18 Bill Watkins on why you should never ask management for their opinion 19 Andrew Carnegie on investing 100% of your energy in your career 20 Thomas Edison on saving time Conclusion
Section 3: Managing People and Teams Introduction 21 Charles Handy on what management should be about 22 Peter Drucker and the manager’s job in thirteen words 23 Peter Drucker on learning to work with what you’ve got 24 Robert Townsend on how to keep the organisation lean, fit and keen 25 Warren Buffet on why integrity trumps intelligence and energy when appointing staff 26 Marcus Buckingham on managers and the golden rule 27 Theodore Roosevelt on why you should not micro manage staff 28 Dee Hock on why you should keep it simple (KISS) 29 Alfred P. Sloan on why the value of management by exception 30 Jack Welch on the three essential measures in any business 31 Ron Dennis on supporting the weakest link 32 Zig Ziglar on why you should invest in staff training Conclusion
Section 4: Leadership Introduction 33 Warren Bennis on the making of a leader 34 Howard D. Schultz on why leaders must provide followers with meaning and purpose 35 Peter Drucker on why results make leaders 36 Warren Bennis on why leaders must walk the talk 37 Edward Deming on building credibility with followers 38 Henry Minzberg on why leadership is management practiced well 39 S K. Chakraborty on the source of organisational values 40 Claude I. Taylor on vision building 41 Doris Kearns Goodwin on why leaders need people to disagree with them. 42 John Quincy Adams on how you know you are a leader Conclusion
Section 5: Motivation Introduction 43 Robert Frost on disenchantment in the workplace 44 Ken and Scott Blanchard on explaining to people why their work is important 45 Fredrick Herzberg on the sources of motivation 46 Tom Peters on self-motivation 47 General George Patton on motivation through delegation 48 John Wooden on why you need to show you care Conclusion
Section 6: Decision Making Introduction 49 Robert Townsend on keeping decision making
About the author Acknowledgements Introduction How to get the most out of this book
Section 1: Managing a Successful Business Introduction 1 Peter Drucker on why customers are more important than profits 2 Jack Walsh on the need for a competitive advantage 3 Marvin Bower on why more cohesion and less hierarchy is required in organisations 4 Harold Geneen on why cash is king 5 Andrew Carnegie on taking care of the pennies 6 Sam Walton on why you should ignore conventional wisdom 7 Jeff Bozos on two ways to expand your business 8 Phillip Kotler on creating markets 9 Laurence J. Peter on why people rise to the level of their own incompetence 10 Warren Bennis on why failing organisations need leadership not more management Conclusion
Section 2: Managing Yourself and Your Career Introduction 11 Theodore Levitt on making your career your business 12 Henry Ford on pursuing your heart’s desire 13 Dale Carnegie on how people know you 14 Henry Ford on self-confidence and self-doubt 15 Moly Sargent on investing in your greatest asset – you 16 Andrew Carnegie on why you can’t do it all yourself 17 Thomas Edison on why persistence not inspiration leads to success 18 Bill Watkins on why you should never ask management for their opinion 19 Andrew Carnegie on investing 100% of your energy in your career 20 Thomas Edison on saving time Conclusion
Section 3: Managing People and Teams Introduction 21 Charles Handy on what management should be about 22 Peter Drucker and the manager’s job in thirteen words 23 Peter Drucker on learning to work with what you’ve got 24 Robert Townsend on how to keep the organisation lean, fit and keen 25 Warren Buffet on why integrity trumps intelligence and energy when appointing staff 26 Marcus Buckingham on managers and the golden rule 27 Theodore Roosevelt on why you should not micro manage staff 28 Dee Hock on why you should keep it simple (KISS) 29 Alfred P. Sloan on why the value of management by exception 30 Jack Welch on the three essential measures in any business 31 Ron Dennis on supporting the weakest link 32 Zig Ziglar on why you should invest in staff training Conclusion
Section 4: Leadership Introduction 33 Warren Bennis on the making of a leader 34 Howard D. Schultz on why leaders must provide followers with meaning and purpose 35 Peter Drucker on why results make leaders 36 Warren Bennis on why leaders must walk the talk 37 Edward Deming on building credibility with followers 38 Henry Minzberg on why leadership is management practiced well 39 S K. Chakraborty on the source of organisational values 40 Claude I. Taylor on vision building 41 Doris Kearns Goodwin on why leaders need people to disagree with them. 42 John Quincy Adams on how you know you are a leader Conclusion
Section 5: Motivation Introduction 43 Robert Frost on disenchantment in the workplace 44 Ken and Scott Blanchard on explaining to people why their work is important 45 Fredrick Herzberg on the sources of motivation 46 Tom Peters on self-motivation 47 General George Patton on motivation through delegation 48 John Wooden on why you need to show you care Conclusion
Section 6: Decision Making Introduction 49 Robert Townsend on keeping decision making
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