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

by James McGrath

Overview

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

Product Details

ISBN-13:	9781292148434
Publisher:	FT Press
Publication date:	01/06/2017
Pages:	256
Product dimensions:	8.40(w) x 5.30(h) x 0.60(d)

About the Author

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

Editorial Reviews

‘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

From the Publisher