James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University. He is also co-author of The Little Book of Big Management Theories and author of The Little Book of Big Management Questions and The Little Book of Big Decision Models.

‘Pure nectar - a distillation of management with passion. Not only a book for Management but should be required reading for any sales executive’. Dr Paul Mycock, Principle Consultant, Ampercom Ltd

• About the authorAcknowledgementsIntroductionHow to get the most out of this book Section 1: Managing a Successful Business Introduction1  Peter Drucker on why customers are more important than profits 2  Jack Walsh on the need for a competitive advantage3  Marvin Bower on why more cohesion and less hierarchy is required in organisations4  Harold Geneen on why cash is king5  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 markets9  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 CareerIntroduction 11  Theodore Levitt on making your career your business12  Henry Ford on pursuing your heart’s desire 13  Dale Carnegie on how people know you14  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 yourself17  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 timeConclusion Section 3: Managing People and TeamsIntroduction 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 rule27  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 business31  Ron Dennis on supporting the weakest link 32  Zig Ziglar on why you should invest in staff training Conclusion Section 4: Leadership Introduction33  Warren Bennis on the making of a leader34  Howard D. Schultz on why leaders must provide followers with meaning and purpose35  Peter Drucker on why results make leaders36  Warren Bennis on why leaders must walk the talk37  Edward Deming on building credibility with followers   38  Henry Minzberg on why leadership is management practiced well39  S K. Chakraborty on the source of organisational values40  Claude I. Taylor on vision building41  Doris Kearns Goodwin on why leaders need people to disagree with them.  42  John Quincy Adams on how you know you are a leaderConclusion  Section 5: MotivationIntroduction 43  Robert Frost on disenchantment in the workplace44  Ken and Scott Blanchard on explaining to people why their work is important 45  Fredrick Herzberg on the sources of motivation46  Tom Peters on self-motivation47  General George Patton on motivation through delegation48  John Wooden on why you need to show you careConclusion Section 6: Decision MakingIntroduction 49  Robert Townsend on keeping decision making

James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University. He is also co-author of The Little Book of Big Management Theories and author of The Little Book of Big Management Questions and The Little Book of Big Decision Models.

‘Pure nectar - a distillation of management with passion. Not only a book for Management but should be required reading for any sales executive’. Dr Paul Mycock, Principle Consultant, Ampercom Ltd

• About the authorAcknowledgementsIntroductionHow to get the most out of this book Section 1: Managing a Successful Business Introduction1  Peter Drucker on why customers are more important than profits 2  Jack Walsh on the need for a competitive advantage3  Marvin Bower on why more cohesion and less hierarchy is required in organisations4  Harold Geneen on why cash is king5  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 markets9  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 CareerIntroduction 11  Theodore Levitt on making your career your business12  Henry Ford on pursuing your heart’s desire 13  Dale Carnegie on how people know you14  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 yourself17  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 timeConclusion Section 3: Managing People and TeamsIntroduction 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 rule27  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 business31  Ron Dennis on supporting the weakest link 32  Zig Ziglar on why you should invest in staff training Conclusion Section 4: Leadership Introduction33  Warren Bennis on the making of a leader34  Howard D. Schultz on why leaders must provide followers with meaning and purpose35  Peter Drucker on why results make leaders36  Warren Bennis on why leaders must walk the talk37  Edward Deming on building credibility with followers   38  Henry Minzberg on why leadership is management practiced well39  S K. Chakraborty on the source of organisational values40  Claude I. Taylor on vision building41  Doris Kearns Goodwin on why leaders need people to disagree with them.  42  John Quincy Adams on how you know you are a leaderConclusion  Section 5: MotivationIntroduction 43  Robert Frost on disenchantment in the workplace44  Ken and Scott Blanchard on explaining to people why their work is important 45  Fredrick Herzberg on the sources of motivation46  Tom Peters on self-motivation47  General George Patton on motivation through delegation48  John Wooden on why you need to show you careConclusion Section 6: Decision MakingIntroduction 49  Robert Townsend on keeping decision making

James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University. He is also co-author of The Little Book of Big Management Theories and author of The Little Book of Big Management Questions and The Little Book of Big Decision Models.

‘Pure nectar - a distillation of management with passion. Not only a book for Management but should be required reading for any sales executive’. Dr Paul Mycock, Principle Consultant, Ampercom Ltd

• About the authorAcknowledgementsIntroductionHow to get the most out of this book Section 1: Managing a Successful Business Introduction1  Peter Drucker on why customers are more important than profits 2  Jack Walsh on the need for a competitive advantage3  Marvin Bower on why more cohesion and less hierarchy is required in organisations4  Harold Geneen on why cash is king5  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 markets9  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 CareerIntroduction 11  Theodore Levitt on making your career your business12  Henry Ford on pursuing your heart’s desire 13  Dale Carnegie on how people know you14  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 yourself17  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 timeConclusion Section 3: Managing People and TeamsIntroduction 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 rule27  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 business31  Ron Dennis on supporting the weakest link 32  Zig Ziglar on why you should invest in staff training Conclusion Section 4: Leadership Introduction33  Warren Bennis on the making of a leader34  Howard D. Schultz on why leaders must provide followers with meaning and purpose35  Peter Drucker on why results make leaders36  Warren Bennis on why leaders must walk the talk37  Edward Deming on building credibility with followers   38  Henry Minzberg on why leadership is management practiced well39  S K. Chakraborty on the source of organisational values40  Claude I. Taylor on vision building41  Doris Kearns Goodwin on why leaders need people to disagree with them.  42  John Quincy Adams on how you know you are a leaderConclusion  Section 5: MotivationIntroduction 43  Robert Frost on disenchantment in the workplace44  Ken and Scott Blanchard on explaining to people why their work is important 45  Fredrick Herzberg on the sources of motivation46  Tom Peters on self-motivation47  General George Patton on motivation through delegation48  John Wooden on why you need to show you careConclusion Section 6: Decision MakingIntroduction 49  Robert Townsend on keeping decision making