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Section 9 Power and influence
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Section 9 Power and influence
by Dr. James McGrath
The Little Book of Big Management Wisdom
Cover
Title page
Contents
Dedication
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 Philip 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 Molly Sargent on investing in your greatest asset – yourself
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 per cent 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 13 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 vital
25 Warren Buffet on why integrity trumps intelligence and energy when appointing people
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, stupid (KISS)
29 Alfred P. Sloan on the value of management by exception
30 Jack Walsh on the three essential measures of 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 Mintzberg on why leadership is management practised 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 Kenneth 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 decisions simple
50 Helga Drummond on why you should never chase your losses
51 Kenneth Blanchard on delegating decisions to front-line staff
52 Bud Hadfield on the value of gut instinct in decision making
53 Mary Parker Follet on why there are always more than two choices
54 Rosabeth Moss Kanter on why the best information does not reside 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 why 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 Niccolò 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’s 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 the need for 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 Niccolò 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
Introduction
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 Peters 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 benchmarking
Conclusion
Section 11 A miscellany of wisdom
Introduction
83 Elvis Presley on knowing which experts you need
84 Eileen C. Shapiro on the need to avoid management fads
85 John Pierpont 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 be the best you can be
88 Aaron Levenstein on unseen statistics
89 David Packard on the importance of marketing
90 Alan Kay on the value of failure
Conclusion
The Top Ten management wisdom quotations
Recommended reading
List of contributors
Index
Advertisements
Imprint
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Conclusion
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Introduction
SECTION 9
POWER AND INFLUENCE
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