Gurus on People Management

by Kermally, Sultan

• ISBN13: 9781854183200
• ISBN10: 1854183206
• Format: Paperback
• Copyright: 2005-08-15
• Publisher: Stylus Pub Llc

Summary

Managers have to manage people. It is the most difficult and yet the most rewarding function. This is a one-stop guide to the world's most important writers on managing people. It summarises all the key concepts and the contribution of each of the leading thinkers in the field, with pro's and con's of each theory. This book is more than just a summary of the key concepts, it offers valuable insights into their application and value including national and international real-life case studies that reflect some of the key issues of people management.

Table of Contents

ONE The challenges of managing people	1	(8)
People management issues in practice	4	(1)
Continuous improvement	4	(5)
TWO Fredrick Winslow Taylor (1856-1915)	9	(6)
Guru's profile	10	(1)
Guru's contribution	10	(3)
Drucker's views on scientific management	13	(1)
Taylor and managing people	14	(1)
Lessons learnt from Frederick Winslow Taylor	14	(1)
THREE Elton Mayo (1880-1949)	15	(10)
Guru's profile	15	(1)
Guru's contribution	16	(3)
What conclusions can one draw from the Hawthorne Researches relating to managing people?	19	(1)
Are the findings of the Hawthorne Experiments relevant today?	20	(4)
Lessons learnt from Elton Mayo	24	(1)
FOUR Abraham Maslow (1908-1970)	25	(10)
Guru's profile	25	(1)
Guru's contribution	25	(1)
Maslow's hierarchy of needs in a nutshell	26	(1)
Physiological needs	27	(1)
Safety needs	27	(1)
Belonging and love needs	27	(1)
Esteem needs	28	(1)
Self-actualisation needs	29	(2)
Criticisms of Maslow's theory	31	(1)
A word of caution	31	(2)
Lessons learnt from Abraham Maslow	33	(2)
FIVE Douglas McGregor (1906-1964)	35	(8)
Guru's profile	35	(1)
Guru's contribution	36	(1)
Theory X approach and its assumptions	37	(1)
Theory Y approach and its assumptions	37	(2)
Criticisms of Theory X and Theory Y	39	(1)
Last thoughts on Theory Y and the Pygmalion Effect	40	(1)
Lessons learnt from Douglas McGregor	41	(2)
SIX Frederick Herzberg (1923-)	43	(8)
Guru's profile	43	(1)
Guru's contribution	44	(1)
What are hygiene factors?	45	(1)
What are motivators?	45	(1)
Application of Herzberg's theory	46	(2)
Criticisms of Herzberg's theory	48	(1)
Lessons learnt from Frederick Herzberg	49	(2)
SEVEN Victor Vroom (1932-)	51	(6)
Guru's profile	51	(1)
Guru's contribution	51	(1)
Vroom's expectancy theory	52	(1)
Expectancy	52	(1)
Instrumentality	53	(1)
Valence	53	(1)
Criticisms of Vroom's theory	54	(1)
Expectancy theory and managing people today	54	(1)
Lessons learnt from Victor Vroom	55	(2)
EIGHT Chris Argyris (1923-)	57	(16)
Guru's profile	57	(1)
Guru's contribution	58	(1)
Defensive routines	59	(2)
Criticisms of Argyris's theory	61	(10)
Lessons learnt from Chris Argyris	71	(2)
NINE John Adair (1934-)	73	(6)
Guru's profile	73	(1)
Guru's contribution	74	(3)
Developing leadership skills	77	(1)
The Adair Leadership Foundation	77	(1)
Lessons learnt from John Adair	78	(1)
TEN Warren Bennis (1925-)	79	(6)
Guru's profile	79	(1)
Guru's contribution	80	(3)
Geeks and geezers	83	(1)
Lessons learnt from Warren Bennis	84	(1)
ELEVEN Rosabeth Moss Kanter (1943-)	85	(6)
Guru's profile	85	(1)
Guru's contribution	85	(1)
Empowerment	86	(1)
Motivating your staff	87	(1)
Leadership	88	(2)
Lessons learnt from Rosabeth Moss Kanter	90	(1)
TWELVE Peter Senge (1947-)	91	(6)
Guru's profile	91	(1)
Guru's contribution	92	(1)
The learning organisation	92	(3)
Criticisms of Peter Senge's theory	95	(1)
Lessons learnt from Peter Senge	96	(1)
THIRTEEN Geert Hofstede (1928-)	97	(4)
Guru's profile	97	(1)
Guru's contribution	97	(1)
Individualism and collectivism	98	(1)
Masculinity and femininity	99	(1)
Uncertainty avoidance	99	(1)
Criticisms of Hofstede's theory	100	(1)
Lessons learnt from Geert Hofstede	100	(1)
FOURTEEN Ikujiro Nonaka (1935-)	101	(10)
Guru's profile	101	(1)
Guru's contribution	101	(4)
Differences between data, information and knowledge	105	(1)
Making a start - some examples/initiatives	106	(1)
Knowledge is also power - why should employees share this power?	106	(1)
What is an incentive for your organisation to manage knowledge?	107	(1)
Final thought	107	(1)
Professor Nonaka and managing knowledge	108	(2)
Criticisms of the SECI model	110	(1)
Lessons learnt from Ikujiro Nonaka	110	(1)
FIFTEEN Charles Handy (1932-)	111	(8)
Guru's profile	111	(1)
Guru's contribution	111	(2)
Leadership	113	(1)
organisational culture	114	(1)
'Our employees are our greatest asset'	115	(1)
Inside organisations	115	(1)
Implications for managing people	116	(1)
Lessons learnt from Charles Handy	117	(2)
SIXTEEN Peter Drucker (1909-)	119	(10)
Guru's profile	119	(1)
Guru's contribution	120	(6)
Druker on managing people - final words	126	(1)
Lessons learnt from Peter Drucker	127	(2)
SEVENTEEN Managing people issues in practice	129	(16)
The Investors in People Standard	129	(6)
Case Studies	135	(10)
EIGHTEEN Great companies to work for: the people management perspective	145	(4)
So what are the key attributes of the 'winning' companies/organisations?	145	(2)
Managing people issues at Prêt A Manger	147	(2)
NINETEEN A to Z of managing people	149	(2)
Further reading suggestions	151