The Little Book of Big Management Wisdom 90 important quotes and how to use them in business

by McGrath, James

• ISBN13: 9781292148434
• ISBN10: 1292148438
• Edition: 1st
• Format: Paperback
• Copyright: 2016-12-23
• Publisher: Ft Pr

Summary

90 MANAGEMENT QUOTES FROM THE WORLD’S BEST THINKERS – THE INTRIGUING, FAST, AND FOCUSED ROUTE TO SUCCESS.

 

The Little Book of Big Management Wisdom outlines 90 of the greatest management quotations ever. The majority of quotes have been taken from legendary business leaders and commentators, including Warren Buffet and Peter Drucker. However, there are a few surprise inclusions from such people as Robert Frost and Elvis Presley.

 

Each quotation, what it means, how to use it and the questions you should be asking, is outlined in two pages so you can immediately start to apply it in the real world.

 

Packed with advice on how to deal with a wide range of management issues, this book will provide you with the insight and skills you require to succeed.

• Manage and develop your business
• Manage yourself and your career
• Motivate and lead people
• Turn your customers into partners
• Plan effectively
• Make better decisions

All you want to know and how to apply it - in a nutshell.

 

‘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

Author Biography

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.

Table of Contents

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 simple
50  Helga Drummond on why you should never chase your losses
51  Ken Blanchard on delegating decisions to frontline staff 
52  Bud Hadfield on the value of gut instinct in decision making
53  Mary Parker Follet on why there is always more than two choices
54  Rosabeth Moss Kanter on why the best information does not exist in executive offices
55  Warren Bennis on the vital difference between information and meaning
56  Peter Drucker and the power to say no
Conclusion 
 
Section 7: Change Management
Introduction
57  Gary Hamel on why change should be from the bottom up
58  Michael Hammer and James Champy on how too much change can kill an organisation
59  Peter Drucker on the need for continuity in a period of change
60  Daniel Webster on why it’s not the change that kills you, it’s the transition
61  Niccolo Machiavelli on the enemies of change
62  Seth Godin on the need to make changes before you’re forced to
63  Peter Drucker on why changing an organisation culture should be avoided
Conclusion 
 
Section 8: Planning
Introduction
64  Dwight D. Eisenhower on why plans are useless but planning is essential
65  Andrew S. Grove on why you need a flexible workforce 
66  Edmund Burke on why you can’t base future plans on past events
67  James Yorke on why you need a Plan B
68  Michael E. Porter on setting your strategy
69  Winston Churchill on the need to evaluate your strategy
Conclusion 
 
Section 9: Power and Influence
Introduction
70  Max Weber on authority
71  John French Jr. and Bertram Raven on the five sources of social power
72  Robin Sharma on the power of influence
73  Niccolo Machiavelli on survival
74  Albert Einstein on why you should fight authority
75  Rosabeth Moss Kanter and Sophocles on how to lose power

Conclusion 
 
Section 10: Turning Customers into Partners
76  Clayton M. Christensen on how customers control your organisation
77  Dale Carnegie on why it’s not about you
78  Bill Gates on what you can learn from unhappy customers
79  Tom Peterson on why you should always under promise and over deliver
80  Warren Buffet on how to lose your reputation
81  Jeff Bezos on the implications of bad news in the digital age
82  Warren Bennis on the value of bench marking
Conclusion 
 
Section 11: A Miscellany of Wisdom 
83  Elvis Presley on knowing which experts you need
84  Eleen C. Sharpiro on the need to avoid management fads
85  John Pierpoint Morgan on why you should provide solutions not problems in any report

86  Peter Drucker on the value of thinking and reflection
87  Abraham Maslow on why you must strive to become the person you were meant to be  

88  Aaron Levenstein on lies, damn lies and statistics

 

89  David Packard on the importance of marketing
90  Alan Kay on the value of failure
Conclusion 
 
The Top Ten Management Wisdom Quotes
A Final Word
Recommended reading
List of Contributors 
Index