Management
The Essence of the Craft
(Sprache: Englisch)
Author's Preface to the English Edition 2010In this book I am presenting a new kind of management for a new kind of world. It is my concept of right and good management for functioning organizations in functioning societies of exceeding complexity. The need...
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Author's Preface to the English Edition 2010In this book I am presenting a new kind of management for a new kind of world. It is my concept of right and good management for functioning organizations in functioning societies of exceeding complexity. The need for such a concept arises because conventional management - by which, basically, I mean the US-type management theory and practice now applied worldwide - has come to its very limits as it is unable to deal with the consequences of its own success. The result of its tremendous achievements is a world of inextricably interrelated dynamic systems which are incomprehensibly complex. This has largely been ignored by the dominating US management approach because it was never designed for such conditions. It now fails exactly for this reason, thereby causing the present crisis. I have actually been predicting this for years in many of my publications, including the German version of this book which was first published in 2005. The fact that success almost inevitably breeds its own failure is often overlooked, although it is well known in many fields and in particular in those that accept complexity explicitly as their research subject such as biology or ecology. Albert Einstein already remarked that one cannot solve problems with the same methods which produced them. Failure to manage complexity as the major cause of the worldcrisis What, at present, a majority - at least in the West - considers to be a mere financial crisis can probably be much better understood if it is looked at from an altogether different perspective: the failure to understand and manage complexity. Business and society seem to be undergoing one of the most fundamental transformations in history. Only on the surface, and only if perceived in conventional categories, do present changes appear to be financial and economic in nature. What is happening might better be understood as an Old World dying because a New World is being born. Therewill hardly
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be any bridges back to the old state of affairs. Perhaps the most practical premise to navigate by is that whatever can change will change. If so, we are witnessing no less than the almost complete collapse of the formerly so efficient US management approach, which was developed mainly in the context of business administration and taught in business schools as the ultimate wisdom with regard to the running of corporations in a world where its premises applied to an ever lesser degree. Its realities have already been changing for quite some time but this went largely unnoticed because most people tend to see only the old familiar patterns in the new realities.We are experiencing in particular the failure of the US-type of corporate governance and the kind of top management which is dominated almost exclusively by financial variables only. We see the collapse of the shareholder value approach, which due to its short term profit orientation is largely ignoring the customer and is hostile to future-oriented investing and innovating, thereby systematically misdirecting the allocation of societal resources. The failure of the US-approach is, among other aspects, the consequence of mistaking financial investment for real investment, thereby undermining the former strengths of the US-economy, of confusing mountains of bad debts with sustainable wealth, and of failing to distinguish between healthy and pathological growth. Ironically, what collapsed first was the financial system which appeared to be the most highly developed and sophisticated system ever designed. It was believed to be free of systemic risk by most experts and run by the world's most excellent executives educated in what were thought to be the best universities and business schools worldwide. However, complex systems have properties and laws of their own. Their driving forces - if systematically ignored - make them inevitably go out of control. Such systems are incomputable and unpredictable
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Inhaltsverzeichnis zu „Management “
ContentsAuthor's Preface to the English Edition 2010 11Preface to the New German Edition 2007 15Concept and Logic of the Series "Management: Mastering Complexity" 18Introduction 20Central Propositions 21A Word on the Terms Used 22Part IWhat Management Is and What It Is Not 251.What Management Is Not 27Management Is Not Status, Rank, and Privileges 28Management Is Not Business Administration 28Management Is Not Limited to Commercial Enterprises 29Management Is Not Management of People 30Management Is Not Doing Business 32Management Is Not Entrepreneurship 32Management Is Not Only Top Management 33Management Is Not Identical with U.S. Management 34Management Is Not Identical with MBA programs 35Management Is Not Identical with Operational Tasks 36Management Is Not Leadership 372.What Management Is 39From Resources to Value 39What Further Sharpens the View on Management 40What Does "Craft" Mean? 42From an Art to a Profession 43Management is Dealing with Complexity 44What Is Cybernetics? 46Simple and Complex Systems 48The Dominance of Reductionism 49Management - Control of High-Variety Systems 51The Law of Requisite Variety 53New Role Models 553.Why Management Is Important 57Management Is the Most Important Societal Function 57Management Is the Social Code of the Ability to Master Life 584.Right Management Is Universally Valid 60Two Differentiations so Far Overlooked 60A Solution to Time-Honored Pseudo-Problems 62Everybody Makes Their Own Mistakes 63Business Model and Management Are Different Things 64Important and Unpleasant Consequences 64The Courage to Be Normative 65Part IIEffectiveness: Managing People Managing a Business 675.Managing People: The Standard Model of Right and Good Management 69Logic of the Model 69What Every Manager Needs 72Expansion of the Model 89Management Tasks and Operational Tasks: A Much-Neglected Distinction 89Specifics of Application 92Five Fields of Application in Practice 946.Managing a Business: The Integrated Management System
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(IMS®)98Function of the IMS®: From Corporate Purpose to Results 101The Result-Producing Unit as a Basic Element of Management 101Dimensions of Integration 102Overview 103Logic and Elements of the IMS® 104What Else Must Be Considered ... 110Part III The General Management Functions 1157.The Basic Model of General Management 1178.The Organization's Environment 120Model Categories for the Environment 121Understanding Economic Aspects 122Neoliberal Misconceptions 123New Economic Understanding Needed? 126Want or Must? Debt Pressure as a Driver of Economic Activity 127The Myth of the U.S. Economy's Superiority 133An Alternative Scenario 1389.Corporate Policy and Corporate Governance 142Errors of Corporate Governance 145Business Mission: The Basis of Right Governance 163The Six Central Performance Controls (CPCs) of a Healthy Company - the Real Balanced Scorecard 17210.Strategy 176The Pioneers 177A Cybernetic Concept 179Integral Business Navigation With Compelling Logic 181What Matters Most? 183Strategic Principles 191The High Art of Strategy: PIMS - Profit Impact of Market Strategy 19511.Structure 205Organizing 206Basic Functional Prerequisites 209Top Management Structure 21312.Culture 228Cultural Change 229Values 230The Unity of Management Knowledge 232The Strongest Signals: Staffing Decisions 233Critical Incidents 235Questions of Motivation 237Culture and Meaning 24113.Executives 244Does Management Need a Concept of Man? 245New Qualifications and Requirements 246Major Tasks Ahead for HR Management 251Money: Managers' Compensation 25714.Innovation and Change 262False Doctrines and Misconceptions 263The Guidelines 265Part IV Management is Getting Things Done 27315.Implementation 275Concentrate on a Few Things 275Epilog - Management Responsibility and Management Ethics 282Appendix - The Malik Management System and Its Users 285About the Author 294Literature 296Index 299
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Bibliographische Angaben
- Autor: Fredmund Malik
- 2010, 304 Seiten, Masse: 16,7 x 23,7 cm, Gebunden, Englisch
- Übersetzung:Scherer, Jutta
- Übersetzer: Jutta Scherer
- Verlag: CAMPUS VERLAG
- ISBN-10: 3593391295
- ISBN-13: 9783593391298
Sprache:
Englisch
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