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Little Book of Big Management Theories, The: ... And How To Use Them
Winner of the ‘Practical Manager’ category at the CMI Management Book of the Year Awards 2015 and now fully revised, updated and with 31 new theories.
“A delight to read and a highly refreshing approach to the world of management. I highly recommend it.” Rebecca Taylor, the Dean and Director of Studies at the Open University Business School
‘I’ll make sure that every manager in our pharmacy outlets gets a copy of this book.’ Manjit Jhooty, Managing Director, Jhoots Pharmacy
‘Every manager should read this book.’
Geoff Round, Chief Executive, Birmingham Civic Housing Association Ltd
101 management theories from the world’s best management thinkers – the fast, focussed and express route to success.
As a busy manager, you need solutions to everyday work problems fast. The Little Book of Big Management Theories gives you access to the very best theories and models that every manager should know and be able to use.
Cutting through the waffle and hype to focus only on the ones that really matter to managers day-to-day, each theory is covered in two pages – what it is, how to use it and the questions you should be asking – so you can immediately apply your new knowledge in the real world.
The Little Book of Big Management Theories will ensure you
· Understand a wide range of management theories, their context and how you can apply them
· Discover clear insights into a wide range of practical management issues and how to deal with them.
· Quickly resolve a wide range of management problems
· Better motivate and influence your staff, colleagues and stakeholders
· Be a more effective manager and demonstrate that you are ready for promotion
All you need to know and how to apply it – in a nutshell.
Winner of the ‘Practical Manager’ category at the Chartered Management Institute Management Book of the Year Awards.
Rebecca Taylor, the Dean and Director of Studies at the Open University Business School, explained why the book deserved to
“This book was a delight to read and was a highly refreshing approach to the world of management. The ‘big’ ideas have been boiled down into easily-digestible chunks that are perfect either as an introduction or a refresher for the more experienced manager. The personal writing style and lack of preaching makes it a brilliant desk-side companion for a manager of any level, and I highly recommend it.”
“A delight to read and a highly refreshing approach to the world of management. I highly recommend it.” Rebecca Taylor, the Dean and Director of Studies at the Open University Business School
‘I’ll make sure that every manager in our pharmacy outlets gets a copy of this book.’ Manjit Jhooty, Managing Director, Jhoots Pharmacy
‘Every manager should read this book.’
Geoff Round, Chief Executive, Birmingham Civic Housing Association Ltd
101 management theories from the world’s best management thinkers – the fast, focussed and express route to success.
As a busy manager, you need solutions to everyday work problems fast. The Little Book of Big Management Theories gives you access to the very best theories and models that every manager should know and be able to use.
Cutting through the waffle and hype to focus only on the ones that really matter to managers day-to-day, each theory is covered in two pages – what it is, how to use it and the questions you should be asking – so you can immediately apply your new knowledge in the real world.
The Little Book of Big Management Theories will ensure you
· Understand a wide range of management theories, their context and how you can apply them
· Discover clear insights into a wide range of practical management issues and how to deal with them.
· Quickly resolve a wide range of management problems
· Better motivate and influence your staff, colleagues and stakeholders
· Be a more effective manager and demonstrate that you are ready for promotion
All you need to know and how to apply it – in a nutshell.
Winner of the ‘Practical Manager’ category at the Chartered Management Institute Management Book of the Year Awards.
Rebecca Taylor, the Dean and Director of Studies at the Open University Business School, explained why the book deserved to
“This book was a delight to read and was a highly refreshing approach to the world of management. The ‘big’ ideas have been boiled down into easily-digestible chunks that are perfect either as an introduction or a refresher for the more experienced manager. The personal writing style and lack of preaching makes it a brilliant desk-side companion for a manager of any level, and I highly recommend it.”
290 pages, Kindle Edition
Published June 27, 2017
78 people are currently reading
90 people want to read
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Displaying 1 - 6 of 6 reviews
August 29, 2023
Books like this can be useful simple summaries. They provide a way of quickly revising already learned management theories, or they can give a quick overview of the academic landscape, in order to select specific theories to focus further studies on.
Covering more than 100 theories in 290 pages, the detail is a little thin in places. So, almost inevitably readers will wish that there was more information at some points in the book. The author could have helped by giving further reading for each theory. References to books cropped up in some sections, but it was not a consistent policy across the whole book.
In places I disagreed with the book. For example, we are told that ‘the only failure you can be criticised for is not trying’ (3%). That isn’t true. The Sunk Cost fallacy is precisely the rational error of persevering with something when people should in fact give up and stop trying. So, sometimes not-trying is exactly the right approach.
More seriously, I thought that there were some problems with the books view of ethics. For example, theory 20 tells us about cultivating loyalty and creating in-group and out-groups amongst employees. The author stated ‘if all staff are given the same opportunity to be in the in-group, it isn’t inherently unfair’ (20%). But the ethical issue is not just unfairness. It is also about creating cliches and divisions in the workforce, which can lead to abusive psychological pressures upon employees.
Similarly when the book comes to Theory 87 and Machiavelli, we are told that readers can use Machiavelli’s ideas ‘as a defence against conspirators, psychopaths and Machieavellian bosses and colleagues’ (80%).
It can indeed be helpful to understand what Machieavellian behaviour looks like, but should a manager ever resort to using such behaviour? When the book suggests that it can be appropriate it is committing itself to another principle: that the end justifies the means. Isn’t that the very (unethical) principle which has contributed to far too many corporate disasters?
Then in theory 89 the book looks at the idea of ‘throwing a spanner in the works.’ It suggests that there is a place for this kind of behaviour in modern management, but ‘if you do use negative power seek to disguise your involvement’ (82%). So now the book is recommending what is effectively secretive sabotage as a management theory. Really? If a workplace is in such a poor shape that the only way to make things work is to secretly sabotage colleagues, then perhaps that is a sign that it is time to bail out and leave a sinking ship?
Overall I liked what the book set out to do: giving simple short summaries. But I was increasingly disturbed by what appeared to be a moral (or an amoral) vacuum in the background of the presentation of theories. Ethics is too important to the ultimate wellbeing of humans and businesses, for a book to even remotely imply that it can be okay for a manager to ever deliberately create cliches, use Machiavellian deception and/or secretive sabotage of colleagues.
This is not a book that can be recommended to anyone serious about developing or improving ethical management skills.
Covering more than 100 theories in 290 pages, the detail is a little thin in places. So, almost inevitably readers will wish that there was more information at some points in the book. The author could have helped by giving further reading for each theory. References to books cropped up in some sections, but it was not a consistent policy across the whole book.
In places I disagreed with the book. For example, we are told that ‘the only failure you can be criticised for is not trying’ (3%). That isn’t true. The Sunk Cost fallacy is precisely the rational error of persevering with something when people should in fact give up and stop trying. So, sometimes not-trying is exactly the right approach.
More seriously, I thought that there were some problems with the books view of ethics. For example, theory 20 tells us about cultivating loyalty and creating in-group and out-groups amongst employees. The author stated ‘if all staff are given the same opportunity to be in the in-group, it isn’t inherently unfair’ (20%). But the ethical issue is not just unfairness. It is also about creating cliches and divisions in the workforce, which can lead to abusive psychological pressures upon employees.
Similarly when the book comes to Theory 87 and Machiavelli, we are told that readers can use Machiavelli’s ideas ‘as a defence against conspirators, psychopaths and Machieavellian bosses and colleagues’ (80%).
It can indeed be helpful to understand what Machieavellian behaviour looks like, but should a manager ever resort to using such behaviour? When the book suggests that it can be appropriate it is committing itself to another principle: that the end justifies the means. Isn’t that the very (unethical) principle which has contributed to far too many corporate disasters?
Then in theory 89 the book looks at the idea of ‘throwing a spanner in the works.’ It suggests that there is a place for this kind of behaviour in modern management, but ‘if you do use negative power seek to disguise your involvement’ (82%). So now the book is recommending what is effectively secretive sabotage as a management theory. Really? If a workplace is in such a poor shape that the only way to make things work is to secretly sabotage colleagues, then perhaps that is a sign that it is time to bail out and leave a sinking ship?
Overall I liked what the book set out to do: giving simple short summaries. But I was increasingly disturbed by what appeared to be a moral (or an amoral) vacuum in the background of the presentation of theories. Ethics is too important to the ultimate wellbeing of humans and businesses, for a book to even remotely imply that it can be okay for a manager to ever deliberately create cliches, use Machiavellian deception and/or secretive sabotage of colleagues.
This is not a book that can be recommended to anyone serious about developing or improving ethical management skills.
January 4, 2023
I picked this up in an airport not expecting too much but instead I got a great read out of it. A well structured and easy to follow guide to many of the best management theories which can be applied not only to the business world but also to scenarios in our everyday lives. If you work in management, are studying business or simply want to polish your leadership skills, then I’d highly recommend this book.
March 6, 2021
Every new manager should keep this book on the side of his table for reference. It contains years worth of experience summarised in 2 page theories. This book not only describes what the theories are but also gives you tools and practical knowledge on how to apply them. Love this book !
August 28, 2020
Read it from front to back. Great structure, concise, and approachable. Great read.
November 28, 2022
It's like your Bible (if there is any :p)! Just keep up with the verses!
February 23, 2020
you might as well just google 100 management theories. you would probably find the same amount of info for free... disappointed, it could have had potential.
Displaying 1 - 6 of 6 reviews