The Little Book of Big Management Theories

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Opis: The Little Book of Big Management Theories - Bob Bates, Jim McGrath

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. '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 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." "Every manager should have a copy of this book." Alan Shaw, Managing Director, Regent Engineering Co. "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 LtdIntroduction 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 management (the modernist approach) T58 Peters and Waterman strategic planning as chaos (the post-modernist approach tostrategic management) T59 Quinn, Hamdi and Prahaland middle of the road strategic management (the new modernist approach) T60 The Boston Consulting Group matrix theory T61 The McKinsey 7S framework model T62 Johnson, Scholes and Wittingham's stakeholder mapping theory T63 Porter's value chain theory T64 Porter's five forces theory T65 SWOT analysis T66 PEST/PESTLE analysis T67 Scenario planning A final word on strategic management Section 8 How to manage quality Introduction T68 Deming's seven deadly diseases of quality T69Juran's quality trilogy T70 Crosby's maturity grid model T71 Peters and Waterman's excellence model T72 Ishikawa cause and effect (fishbone) model T73 Imai's Kaizan 5S housekeeping theory T74 The Benchmarking matrix T75 The Excellence Model A final word on quality management Section 9 How to exercise authority, power and influence Introduction T76 Weber's tripartite theory of authority T77 French and Ravens the five sources of power T78 Sources of influence T79 Machiavelli's guide to survival T80 Ronson's Psychopath's test A final word on authority, influence power and ethics Section 10 - The best of the rest. A miscellany of great ideas for managers Introduction T81 The Pareto Principle T82 The Eisenhower Principle and Covey's time management theory T83The Thomas and Kilman's conflict resolution model T84 Grinder and Bandler'sneuro linguistic programming (NLP)theory T85Goleman's theory of emotional intelligence T86 Boyd's OODA loop T87 Luft and Ingram's Johari windows T88 The McNamara Falacy T89 SMART targets A final word on the best of the rest The one theory that shall rule them all, and why we picked it A very final word Further reading Index


Szczegóły: The Little Book of Big Management Theories - Bob Bates, Jim McGrath

Tytuł: The Little Book of Big Management Theories
Autor: Bob Bates, Jim McGrath
Producent: Pearson Education
ISBN: 9780273785262
Rok produkcji: 2013
Ilość stron: 272
Oprawa: Miękka
Waga: 0.42 kg


Recenzje: The Little Book of Big Management Theories - Bob Bates, Jim McGrath

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The Little Book of Big Management Theories

,

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. '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 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." "Every manager should have a copy of this book." Alan Shaw, Managing Director, Regent Engineering Co. "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 LtdIntroduction 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 management (the modernist approach) T58 Peters and Waterman strategic planning as chaos (the post-modernist approach tostrategic management) T59 Quinn, Hamdi and Prahaland middle of the road strategic management (the new modernist approach) T60 The Boston Consulting Group matrix theory T61 The McKinsey 7S framework model T62 Johnson, Scholes and Wittingham's stakeholder mapping theory T63 Porter's value chain theory T64 Porter's five forces theory T65 SWOT analysis T66 PEST/PESTLE analysis T67 Scenario planning A final word on strategic management Section 8 How to manage quality Introduction T68 Deming's seven deadly diseases of quality T69Juran's quality trilogy T70 Crosby's maturity grid model T71 Peters and Waterman's excellence model T72 Ishikawa cause and effect (fishbone) model T73 Imai's Kaizan 5S housekeeping theory T74 The Benchmarking matrix T75 The Excellence Model A final word on quality management Section 9 How to exercise authority, power and influence Introduction T76 Weber's tripartite theory of authority T77 French and Ravens the five sources of power T78 Sources of influence T79 Machiavelli's guide to survival T80 Ronson's Psychopath's test A final word on authority, influence power and ethics Section 10 - The best of the rest. A miscellany of great ideas for managers Introduction T81 The Pareto Principle T82 The Eisenhower Principle and Covey's time management theory T83The Thomas and Kilman's conflict resolution model T84 Grinder and Bandler'sneuro linguistic programming (NLP)theory T85Goleman's theory of emotional intelligence T86 Boyd's OODA loop T87 Luft and Ingram's Johari windows T88 The McNamara Falacy T89 SMART targets A final word on the best of the rest The one theory that shall rule them all, and why we picked it A very final word Further reading Index

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Cena 69,00 PLN
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Wysyłka: Niedostępna
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Szczegóły: The Little Book of Big Management Theories - Bob Bates, Jim McGrath

Tytuł: The Little Book of Big Management Theories
Autor: Bob Bates, Jim McGrath
Producent: Pearson Education
ISBN: 9780273785262
Rok produkcji: 2013
Ilość stron: 272
Oprawa: Miękka
Waga: 0.42 kg


Recenzje: The Little Book of Big Management Theories - Bob Bates, Jim McGrath

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