Crazy Management Techniques
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Summary
Editor's review
In terms of structure, the book is divided into four modules: strategic positioning, team building, execution control, and culture building, each accompanied by real cases from small and medium-sized enterprises. Particularly noteworthy is the third chapter's discussion of "agile decision-making mechanisms," in which the author proposes specific tools such as the "three-hour meeting rule" and "decision memos," which have direct reference value for organizations with inefficient meetings.
The book's standout feature is its down-to-earth narrative style. The author avoids obscure management jargon and uses abundant metaphors and scenario-based descriptions so that readers without a management background can grasp the core concepts. For example, corporate strategy is likened to a "mountain-climbing route map" and organizational restructuring to "bonsai pruning." This concrete mode of expression enhances readability.
It should be noted that the book is better suited to managers of small and medium-sized enterprises in a phase of rapid growth. For mature large enterprises or multinational companies, some methods may need to be adjusted to suit more complex organizational environments. In any case, the book's core view that "management is practice" and its pragmatic attitude that "theory must serve the solution of practical problems" are instructive for all managers.
Who it's for
A good fit for
- Founders or core managers of startups
- Middle managers at small and medium-sized enterprises seeking a breakthrough in management methods
- Team leaders in traditional industries undergoing transformation
- Practitioners in the management training industry who need case references
Not a good fit for
- Academics seeking cutting-edge management theory research
- Professionals in the strategy departments of large multinational companies
- Beginners seeking a systematic theoretical framework of management
Reading tips
- Start with the "management dilemmas" case at the beginning of each chapter and enter the chapter content with those questions in mind
- Highlight the specific tool templates provided in the book so you can try them directly in team management
- Practice selectively according to your company's stage of development; there is no need to apply all the book's methods at once
- Form a reading group with other managers to discuss the applicability of the solutions in the cases
About the publisher
Founded in 1980, China Commercial Publishing House focuses on books in economic management and commerce and circulation, while also covering inspirational growth, biography and foreign literature. Representative titles available in the database include The Old Man and the Sea, The Family Letters of Zeng Guofan, The Nightingale and the Rose, How to Stop Worrying and Start Living and A Message to Garcia, as well as practical finance and management works such as Chen Boxian's Lectures on Family Trusts, Corporate Layoffs, Job Transfers and Dismissals: Scheme Design and Risk Prevention, and A Complete Practical Guide to Corporate Incentive Mechanism Design. Its authors range from foreign masters such as Ernest Hemingway, Oscar Wilde and Dale Carnegie to An Ran, Zhang Chi, Fang Ming, Chen Boxian and Ye Mao. Given limited public information, its publishing profile is best seen in a diverse mix of classics and inspirational reading alongside practical finance and management titles.
Contents
- 版权信息
- 前言
- 【第一章】 管理必须知道的12项原则
- 行政组织定理：
- 奥卡姆剃刀法则：万事万物应该尽量简单，而不是更简单
- 钱德勒法则：战略制胜
- 布里斯定理：好的计划是成功的开始
- 公平法则：公平、合理的工资分配
- 刺猬法则：疏者密之，密者疏之
- 金鱼缸法则：为管理营造透明空间
- 墨菲定律：危机无处不在
- 手表定律：标准应该是惟一的
- 适者生存法则：物竞天择，适者生存
- 零和游戏原理：改变有输有赢的游戏规则
- 鲦鱼效应：组织需要变革
- 【第二章】 管理必须用到的12种手段
- 格雷欣法则：建立有效的薪酬制度
- 彼得原理：晋升激励，适得其反
- 蘑菇管理法则：从最简单的事情做起
- 韦尔奇原则：最合适人选，即是最佳人选
- 全员决策法则：善用员工智慧
- 洛克定律：跳一跳，够得着
- 危机管理思想：生于忧患，死于安乐
- 奥新顿法则：真正抓住顾客的心
- 加斯佩里定理：信任的下一步是成功
- 帕金森定律：官僚机构会自我繁殖和膨胀
- 牛、羊、猴、驴理论：管理需要差异化
- 背上的猴子理论：问题管理
- 【第三章】 管理必须具备的12条素养
- 皮尔斯定理：意识到无知，是有知的开始
- 从众效应：要走在别人的前面
- 马蝇效应：强化人的追求，形成心理压力
- 领导者成长规律：人人都可以成为领导
- 杜根定律：胜利属于有信心的人
- 木桶定律：要注意自己的薄弱环节
- 菲米尼论断：退却也能取胜
- 贝尔效应：想着成功，成功的景象就会在内心形成
- 詹姆斯定律：管理者的欣赏是员工进步的最大动力
- 霍桑效应：让人尽情宣泄抱怨
- 达维多夫定律：敢为天下先
- 汉可克定理：人缘大于才干
- 【第四章】 管理必须懂得的12个模型
- 马斯洛需求层次：满足员工的心理追求
- 酒和污水定理：不要让一颗老鼠屎坏了一锅汤
- 棕熊法则：绩效管理的诀窍
- 华盛顿合作定律：合作的负效应
- 二八法则：重要的多数和烦琐的少数
- 不值得定律：态度决定一切
- Z理论：信任决定生产率
- 水坝式法则：未雨绸缪
- 热炉法则：没有规矩，不成方圆
- 路径依赖理论：惯性可以是动力也可以是束缚
- 达维多定律：只有先进技术才能抢占先机
- 奥美360度理念：全方位品牌传播
- 【第五章】 管理必须达到的12个目标
- 乔治定理：只有每一小步都受到鼓励，人们才敢尝试迈出更大的步子
- 本尼斯法则：构造有机—适应型组织
- 团体力学法则：团体成员相互影响
- 苛希纳定律：确定责任人的最佳人数
- 数一数二法则：赶超最优
- 南风法则：以人为本
- 横山法则：培养员工自我控制
- 沃森原则：杰出的公司都有强有力的企业文化
- 凡勃伦效应：消费者情感带来的商机
- 项链定律：坚持一百年不动摇——持续的传播
- 堆土效应：注重品牌积累
- 蚁群智能：组织协作
- 【第六章】 管理必须学会的12种方法
- 跳蚤效应：管理需要正面的、积极的激励
- 期望激励定律：激励要讲求实效
- 皮格马利翁效应：用人不疑，疑人不用
- 不成熟—成熟定律：协调组织与员工之间的矛盾
- 马太效应：贫者越贫，富者越富
- 目标置换效应：让员工牢记目标
- 鲶鱼效应：只有竞争才能发展
- 层递效应：一步难于上青天
- 曼狄诺定律：微笑可以换取黄金
- 鸬鹚定律：安定内部，才能一致对外
- 猎狗与兔子理论：对员工的职业生涯管理
- 白鼠压力试验：压力管理
- 【第七章】 管理必须注意的12个细节
- 蝴蝶效应：失之毫厘，谬以千里
- 首因效应：重视第一印象
- 五常法则：细节决定成败
- 强化法则：奖罚有度
- 经理角色法则：提高经理的工作效率
- 霍布森选择效应：给予更多的选择权
- 玻璃式法则：开放、公开的经营机制
- 狄伦多定律：把握契机，消解无形
- 多米诺效应：把隐患消灭在萌芽中
- 破窗理论：不要因小失大
- 晕轮效应：切勿爱屋及乌
- 巴殊尔法则：要关注长远利益
FAQ
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Are the methods in the book applicable to nonprofit organizations?
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About the author
Zhang Xiaohui is an author about whom limited public information is available. At present, only one work in the field of management is known under this name: The Crazy Art of Management. Judging from the title and its common categorization, the book deals with management topics, discussing management methods, managerial thinking, or organizational operation. The word "crazy" in the title suggests that the writing may depart from convention, seeking to present management issues in a more vivid and forceful manner rather than in the plain, step-by-step style of a textbook. Based on the available information, it is not possible to confirm the author's educational background, professional identity, career experience, or other works, nor to determine whether the writing forms a series or represents sustained output. Understanding of Zhang Xiaohui therefore currently rests mainly on this single work: readers may observe the management issues the author addresses and the approach to expression adopted, while the author's life and the full scope of their writing await further public information.
