Section 10 Turning customers into partners
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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