Description
Book SynopsisJames 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.
Trade Review‘Pure nectar - a distillation of management with passion. Not only a book for Management but should be required reading for any sales executive’. Dr Paul Mycock, Principle Consultant, Ampercom Ltd
Table of ContentsAbout 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
