Little Book of Big Management Wisdom, The

<p>About the author<br>Acknowledgements<br>Introduction<br>How to get the most out of this book<br>&nbsp;<br>Section 1: Managing a Successful Business </p> <p>Introduction<br>1&nbsp; Peter Drucker on why customers are more important than profits <br>2&nbsp; Jack Walsh on the need for a competitive advantage<br>3 &nbsp;Marvin Bower on why more cohesion and less hierarchy is required in organisations<br>4&nbsp; Harold Geneen on why cash is king<br>5&nbsp; Andrew Carnegie on taking care of the pennies <br>6&nbsp; Sam Walton on why you should ignore conventional wisdom <br>7&nbsp; Jeff Bozos on two ways to expand your business <br>8&nbsp; Phillip Kotler on creating markets<br>9&nbsp; Laurence J. Peter on why people rise to the level of their own incompetence <br>10&nbsp; Warren Bennis on why failing organisations need leadership not more management <br>Conclusion<br>&nbsp;<br>Section 2: Managing Yourself and Your Career<br>Introduction <br>11&nbsp; Theodore Levitt on making your career your business<br>12&nbsp; Henry Ford on pursuing your heart’s desire <br>13&nbsp; Dale Carnegie on how people know you<br>14&nbsp; Henry Ford on self-confidence and self-doubt <br>15&nbsp; Moly Sargent on investing in your greatest asset – you <br>16&nbsp; Andrew Carnegie on why you can’t do it all yourself</p> <p>17&nbsp; Thomas Edison on why persistence not inspiration leads to success&nbsp; <br>18&nbsp; Bill Watkins on why you should never ask management for their opinion <br>19&nbsp; Andrew Carnegie on investing 100% of your energy in your career </p> <p>20 &nbsp;Thomas Edison on saving time<br>Conclusion<br>&nbsp;<br>Section 3: Managing People and Teams<br>Introduction <br>21&nbsp; Charles Handy on what management should be about <br>22&nbsp; Peter Drucker and the manager’s job in thirteen words <br>23&nbsp; Peter Drucker on learning to work with what you’ve got <br>24&nbsp; Robert Townsend on how to keep the organisation lean, fit and keen&nbsp; <br>25&nbsp; Warren Buffet on why integrity trumps intelligence and energy when appointing staff <br>26&nbsp; Marcus Buckingham on managers and the golden rule<br>27&nbsp; Theodore Roosevelt on why you should not micro manage staff <br>28 &nbsp;Dee Hock on why you should keep it simple (KISS)<br>29&nbsp; Alfred P. Sloan on why the value of management by exception <br>30&nbsp; Jack Welch on the three essential measures in any business<br>31&nbsp; Ron Dennis on supporting the weakest link <br>32&nbsp; Zig Ziglar on why you should invest in staff training <br>Conclusion<br>&nbsp;<br>Section 4: Leadership <br>Introduction<br>33&nbsp; Warren Bennis on the making of a leader<br>34&nbsp; Howard D. Schultz on why leaders must provide followers with meaning and purpose<br>35&nbsp; Peter Drucker on why results make leaders<br>36&nbsp; Warren Bennis on why leaders must walk the talk<br>37&nbsp; Edward Deming on building credibility with followers&nbsp;&nbsp;&nbsp;<br>38&nbsp; Henry Minzberg on why leadership is management practiced well<br>39&nbsp; S K. Chakraborty on the source of organisational values<br>40&nbsp; Claude I. Taylor on vision building<br>41&nbsp; Doris Kearns Goodwin on why leaders need people to disagree with them.&nbsp; <br>42&nbsp; John Quincy Adams on how you know you are a leader<br>Conclusion&nbsp;<br>&nbsp;<br>Section 5: Motivation<br>Introduction <br>43&nbsp; Robert Frost on disenchantment in the workplace<br>44&nbsp; Ken and Scott Blanchard on explaining to people why their work is important <br>45&nbsp; Fredrick Herzberg on the sources of motivation<br>46&nbsp; Tom Peters on self-motivation<br>47&nbsp; General George Patton on motivation through delegation<br>48&nbsp; John Wooden on why you need to show you care<br>Conclusion<br>&nbsp;<br>Section 6: Decision Making<br>Introduction <br>49&nbsp; Robert Townsend on keeping decision making</p>