Tabla de Contenidos: “…COVER; CONTENTS; ACKNOWLEDGEMENTS; PREFACE; ABBREVIATIONS; INTRODUCTION; PART I THE LOOKING-GLASS; CHAPTER ONE The origins of Urizen; CHAPTER TWO Urizen and the left hemisphere; CHAPTER THREE The myth of Genesis; CHAPTER FOUR The marriage of heaven and hell; PART II DOWN THE RABBIT-HOLE; CHAPTER FIVE The God of reason; CHAPTER SIX Urizenic religion and Urizenic reason: R1 and R2; CHAPTER SEVEN The left hemisphere agenda; CHAPTER EIGHT Twilight of the psychopaths; CHAPTER NINE More than man: the dragon Urizen; CHAPTER TEN The Selfhood & the fires of Los; CONCLUSION Sweet science reigns…”
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Tabla de Contenidos: “…; 20 SIDE BY SIDE; 21 FILL IN THE BLANKS; 22 TAKE IT ALL THE WAY TO ""NO""; 23 THE POWER THANK YOU AND POWER APOLOGY; "Thank You" Versus the Power Thank You; The Power Apology; SECTION IV: PUTTING IT ALL TOGETHER: FAST FIXES FOR SEVEN CHALLENGING SITUATIONS; 24 THE TEAM FROM HELL; 25 CLIMBING THE LADDER; 26 THE NARCISSIST AT THE TABLE; 27 STRANGER IN TOWN; The Visibility Stage; The Credibility Stage; The Profitability Stage…”

Tabla de Contenidos: “…Introduction How to get the most out of this book Section 1 How to manage people Introduction T1 Fayol's 14 principles of management part 1: structure and control T2 Fayol's 14 principles of management part 2: working relationships T3 Taylor and scientific management T4 Mayo and the Hawthorn experiments T5 Urwick's ten principles of management T6 Drucker on the functions of management T7 McGregor's X and Y theory T8 Peters and Waterman's theory of management T9 Covey's 7 habits of highly effective people T10 Management by walking about (MBWA) A final word on management Section 2 How to lead people Introduction T11 Trait theory T12 The Michigan and Ohio basic style theory T13 Blake and Mouton's leadership grid T14 Adair's action centred leadership T15 Fiedler's contingency theory T16 Hersey and Blanchard's situational leadership T17 Burn's transactional leadership theory T18 Dansereau, Graen and Haga leader member exchange (LMX) theory T19 House and charismatic leadership theory T20 Burns and transformational leadership T21 Bass and transformational leadership T22 Bennis and Nanus and transformational leadership A final word on leadership Section 3 How to motivate staff Introduction T23 Maslow's hierarchy of needs theory T24 Alderfer's existence, relatedness and growth (ERG) theory T25 McClellands achievement and acquired needs theory T26 Herzberg's motivation and hygiene theory T27 Adam's equity theory T28 Vroom's expectancy theory T29 The Hackman and Oldham job characteristic model T30 Ernst's OK Corral model T31 Berne's theory of transactional analysis A final word on motivation Section 4 How to build and manage teams Introduction T32 Belbin's team roles T33 Maccoby's Gamesman theory T34 Likert's theory of team management styles T35 Drexler/ Sibbet Team Performance Model T36 Homan's theory of group formation T37 Tuckman's group development sequence model T38 Wheelan's integrated model of group development T39 Locke's goal setting theory A final word on teams Section 5 How to analyse organisational culture Introduction T40 Handy's model of organisational culture T41 Deal and Kennedy's risk and feedback model T42 Morgan's organisational metaphors T43 Graves's cultural leadership theory T44 Schein's three levels of organisational culture T45 Johnson and Scholes' cultural web T46 Hofstede's six cross-organisational dimensions T47 Hargreaves and Balkanised cultures A final word on organisational culture Section 6 How to lead change Introduction T48 The Kubler-Ross coping with change cycle model T49 Shewhart's plan-do-check-act (PDCA) model T50 Lewin's freeze/unfreeze model T51 Lewin's force field analysis T52 Kotter's eight step approach to change T53 Moss-Kanter and change masters T54 Burke-Letwin's drivers for change T55 Egan's shadow side theory A final word on leading change Section 7 Strategic management Introduction T56 Johnson and Scholes the seven stages of strategic planning T57Ansoff Top down approaches to strategic management (the modernist approach) T58 Peters and Waterman strategic planning as chaos (the post-modernist approach tostrategic management) T59 Quinn, Hamdi and Prahaland middle of the road strategic management (the new modernist approach) T60 The Boston Consulting Group matrix theory T61 The McKinsey 7S framework model T62 Johnson, Scholes and Wittingham's stakeholder mapping theory T63 Porter's value chain theory T64 Porter's five forces theory T65 SWOT analysis T66 PEST/PESTLE analysis T67 Scenario planning A final word on strategic management Section 8 How to manage quality Introduction T68 Deming's seven deadly diseases of quality T69Juran's quality trilogy T70 Crosby's maturity grid model T71 Peters and Waterman's excellence model T72 Ishikawa cause and effect (fishbone) model T73 Imai's Kaizan 5S housekeeping theory T74 The Benchmarking matrix T75 The Excellence Model A final word on quality management Section 9 How to exercise authority, power and influence Introduction T76 Weber's tripartite theory of authority T77 French and Ravens the five sources of power T78 Sources of influence T79 Machiavelli's guide to survival T80 Ronson's Psychopath's test A final word on authority, influence power and ethics Section 10 - The best of the rest. …”

Tabla de Contenidos: “…Trust Propensity -- Three Types of Trust in Relationships -- Building Trust: Rational and Deliberate Mechanisms -- Building Trust: Psychological Strategies -- Distrust and Suspicion -- Repairing Broken Trust -- Relationships in Negotiation -- Negotiating with Friends -- Negotiating in Exchange Relationships -- Multiplex Relationships -- Chapter Capstone -- Chapter 8: Power, Ethics, and Reputation -- Power -- Sources of Power -- BATNAs as Power -- Symmetric versus Asymmetric Power -- Perspective-Taking -- Powerlessness -- Status -- Status and Negotiation Performance -- Primary Status Characteristics -- Secondary Status Characteristics -- Negotiation Ethics -- Seven-Factor Model of Ethically Questionable Behavior -- Lying -- Bad-Faith Bargaining -- Good-Faith Bargaining -- Sins of Omission and Commission -- Bidding Wars -- Detecting Deception in Negotiation -- Making Ethical Decisions -- Responding to Unethical Behavior -- Reputation -- Halos and Forked-Tails -- Reputations in Negotiation Communities -- Distributive versus Integrative Reputation -- BATNAs and Reputations -- Reputations and Self-Serving Views -- Chapter Capstone -- Chapter 9: Creativity, Problem Solving, and Learning in Negotiation -- Creativity in Negotiation -- Test Your Own Creativity -- Mental Models of Negotiation -- Haggling -- Cost-Benefit Analysis -- Game Playing -- Partnership -- Problem Solving -- Creative Negotiation Agreements -- Fractionating Single-Issue Negotiations into Multiple Issues -- Pattern-Finding -- Expanding the Pie -- Bridging -- Cost Cutting -- Nonspecific Compensation -- Structuring Contingencies -- Improving Negotiation Skills -- Relationships, Contracts, and Learning -- Negotiation Skills Training -- Bilateral versus Unilateral Training -- Feedback -- Learning versus Performance Goals -- Prevention versus Promotion Goals -- Easy versus Difficult to Learn…”