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 Phillip 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 Moly Sargent on investing in your greatest asset - you 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% 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 thirteen 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 keen 25 Warren Buffet on why integrity trumps intelligence and energy when appointing staff 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 (KISS) 29 Alfred P. Sloan on why the value of management by exception 30 Jack Welch on the three essential measures in any 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 Minzberg on why leadership is management practiced 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 Ken 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 decision making simple 50 Helga Drummond on why you should never chase your losses 51 Ken Blanchard on delegating decisions to frontline staff 52 Bud Hadfield on the value of gut instinct in decision making 53 Mary Parker Follet on why there is always more than two choices 54 Rosabeth Moss Kanter on why the best information does not exist 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 how 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 Niccolo 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 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 why you need 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 Niccolo 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 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 Peterson 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 bench marking Conclusion Section 11: A Miscellany of Wisdom 83 Elvis Presley on knowing which experts you need 84 Eleen C. Sharpiro on the need to avoid management fads 85 John Pierpoint 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 strive to become the person you were meant to be 88 Aaron Levenstein on lies, damn lies and statistics 89 David Packard on the importance of marketing 90 Alan Kay on the value of failure Conclusion The Top Ten Management Wisdom Quotes A Final Word Recommended reading List of Contributors Index.