The challenges of managing people 1
People management issues in practice 4
Continuous improvement 4
Fredrick Winslow Taylor (1856-1915) 9
Guri's profile 10
Guru's contribution 10
Drucker's views on scientific management 13
Taylor and managing people 14
Lessons learnt from Frederick Winslow Taylor 14
Elton Mayo (1880-1949) 15
Guru's profile 15
Guru's contribution 16
What conclusions can one draw from the Hawthorne
Researches relating to managing people? 19
Are the findings of the Hawthorne Experiments
relevant today? 20
Lessons learnt from Elton Mayo 24
Abraham Maslow (1908-1970) 25
Guru's profile 25
Guru's contribution 25
Maslow's hierarchy of needs in a nutshell 26
Physiological needs 27
Safety needs 27
Belonging and love needs 27
Esteem needs 28
Self-actualisation needs 29
Criticisms of Maslow's theory 31
A word of caution 31
Lessons learnt from Abraham Maslow 33
FIVE Douglas McGregor (1906-1964) 35
Guru's profile 35
Guru's contribution 36
Theory X approach and its assumptions 37
Theory Y approach and its assumptions 37
Criticisms of Theory X and Theory Y 39
Last thoughts on Theory Y and the Pygmalion Effect 40
Lessons learnt from Douglas McGregor 41
SIX Frederick Herzberg (1923-) 43
Guru's profile 43
Guru's contribution 44
What are hygiene factors? 45
What are motivators? 45
Application of Herzberg's theory 46
Criticisms of Herzberg's theory 48
Lessons learnt from Frederick Herzberg 49
Victor Vroom (1932-) 51
Guru's profile 51
Guru's contribution 51
Vroom's expectancy theory 52
Expectancy 52
Instrumentality 53
Valence 53
Criticisms of Vroom's theory 54
Expectancy theory and managing people today 54
Lessons learnt from Victor Vroom 55
Chris Argyris (1923-) 57
Guru's profile 57
Guru's contribution 58
Defensive routines 59
Criticisms of Argyris's theory 61
Lessons learnt from Chris Argyris 71
John Adair (1934-) 73
Guru's profile 73
Guru's contribution 74
Developing leadership skills 77
The Adair Leadership Foundation 77
Lessons learnt from John Adair 78
i Warren Bennis (1925-) 79
Guru's profile 79
Guru's contribution 80
Geeks and geezers 83
Lessons learnt from Warren Bennis 84
E11 LV 1 Rosabeth Moss Kanter (1943-) 85
Guru's profile 85
Guru's contribution 85
Empowerment 86
Motivating your staff 87
Leadership 88
Lessons learnt from Rosabeth Moss Kanter 90
"TWELVE A Peter Senge (1947-) 91
Guru's profile 91
Guru's contribution 92
The learning organisation 92
Criticisms of Peter Senge's theory 95
Lessons learnt from Peter Senge 96
THIRTEEN Geert Hofstede (1928-) 97
Guru's profile 97
Guru's contribution 97
Individualism and collectivism 98
Masculinity and femininity 99
Uncertainty avoidance 99
Criticisms of Hofstede's theory 100
Lessons learnt from Geert Hofstede 100
nt r) Ikujiro Nonaka (1935-) 101
Guru's profile 101
Guru's contribution 101
Differences between data, information
and knowledge 105
Making a start - some examples/initiatives 106
Knowledge is also power - why should
employees share this power? 106
What is an incentive for your organisation
to manage knowledge? 107
Final thought 107
Professor Nonaka and managing knowledge 108
Criticisms of the SECI model 110
Lessons learnt from Ikujiro Nonaka 110
H FI fEN Charles Handy (1932-) 111
Guru's profile 111
Guru's contribution 111
Leadership 113
organisational culture 114
'Our employees are our greatest asset 115
Inside organisations 115
Implications for managing people 116
Lessons learnt from Charles Handy 117
SIXTEEN Peter Drucker (1909-) 119
Guru's profile 119
Guru's contribution 120
Druker on managing people - final words 126
Lessons learnt from Peter Drucker 127
SEVENTIEEN Managing people issues in practice 129
The Investors in People Standard 129
Case Studies 135
EIGWHTEEN Great companies to work for: the people
management perspective 145
So what are the key attributes of the
'winning' companies/organisations? 145
Managing people issues at Prkt A Manger 147
NINETEEN A to Z of managing people 149
Further reading suggestions 151

Managers have to manage people. It is the most difficult and yet the most rewarding function. This book is more than just a summary of the key concepts, it offers valuable insights into their application and value including national and international real-life case studies that reflect some of the key issues of managing people.

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