In a few years, almost everything will be different: what we do, how we do it, and why we do it; how we produce and consume, how we conduct research, how we teach and learn, how we share information, communicate and cooperate, how we work-and how we live. How do we deal with this in business, politics and society?Great changes open up great possibilities, pushing aside the old and creating the new. Management, as Fredmund Malik understands it, is the task of taking advantage of these possibilities. This book is a call to clear-sightedness and personal courage. It is a chart for navigating the…mehr
In a few years, almost everything will be different: what we do, how we do it, and why we do it; how we produce and consume, how we conduct research, how we teach and learn, how we share information, communicate and cooperate, how we work-and how we live. How do we deal with this in business, politics and society?Great changes open up great possibilities, pushing aside the old and creating the new. Management, as Fredmund Malik understands it, is the task of taking advantage of these possibilities. This book is a call to clear-sightedness and personal courage. It is a chart for navigating the Great Transformation21, it is a chart for navigating with an open horizon. "Fredmund Malik has become the leading analyst of, and expert on, Management in Europe ... and a powerful force in shaping it as a consultant. He is a commanding figure - in theory as well as in the practice of Management." Peter F. DruckerHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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Inhaltsangabe
Contents Preface 9 Chapter 1: Why we must revolutionize our thinking 11 Observations 11 Chapter 2: The Great Transformation21 14 A Sign of Our Times? 14 From the Old World to the New 15 A Complete Change 16 The Old World of 1997 22 "Classical Management": an Obsolescent Model 24 Almost Everything Will Change 26 Birth Pangs of a New World 27 Economics Is Not Enough 29 A Crisis of Dysfunction 31 The REvolution of Organizations 33 Chapter 3: The Basic Law of Change 36 A Map of Growth, Uncertainty, and Creative Destruction 37 Navigating into the Unknown 39 Not One but Three Strategies Needed 41 Substitution and Experiencing Creative Destruction 42 Fundamental Transformations 43 Being Ahead of Change 46 Chapter 4: The Drivers of Transformation 48 Demographics 49 Ecology 53 Science and Technology 57 Economics and Debt 62 Complexity as the Main Driver 67 Chapter 5: Complexity - a Raw Material of the New World 68 Limits to the Old Ways of Thinking 70 What Is Complexity? What is Variety? 71 Inconceivable yet Manageable 73 Simple and Complex Systems 75 Complicated or complex? 78 Chapter 6: Systems Out of Control? 81 New Governance by Cybernetics: Communication and Control 84 Cybernetics for Self-Capabilities 87 Doing Business Is Not Enough 88 Chapter 7: Complexity for the Functioning of Organizations 90 Two Levels of Functioning 90 Operational and Management Tasks 93 Constants in Change: Master Controls 94 How Master Controls Work 96 Navigation Assistants for the Great Transition 104 Chapter 8: Heuristics: Navigation Principles for New Territory 114 Principles for Assessing a Situation in Circumstances of Uncertainty 116 Principles for Control Capacity and the Shaping of Relationships 118 Principles for Information 120 Principles for Persuasiveness 121 Chapter 9: From Disruption to New Destinations 123 On Dealing with Limitations 124 When Something Is New: Managing by Instructions 130 Not Only Communication but also Meta-Communication 132 Managing Your Boss and Colleagues 133 Management as a Passion 135 Epilog 137 Sources 142 Selected Readings by Fredmund Malik 145 Index 146 Contents
Preface 9
Chapter 1: Why we must revolutionize our thinking 11
Observations 11
Chapter 2: The Great Transformation21 14
A Sign of Our Times? 14
From the Old World to the New 15
A Complete Change 16
The Old World of 1997 22
"Classical Management": an Obsolescent Model 24
Almost Everything Will Change 26
Birth Pangs of a New World 27 Economics Is Not Enough 29
A Crisis of Dysfunction 31
The REvolution of Organizations 33
Chapter 3: The Basic Law of Change 36
A Map of Growth, Uncertainty, and Creative Destruction 37
Navigating into the Unknown 39
Not One but Three Strategies Needed 41
Substitution and Experiencing Creative Destruction 42
Fundamental Transformations 43
Being Ahead of Change 46
Chapter 4: The Drivers of Transformation 48
Demographics 49
Ecology 53
Science and Technology 57
Economics and Debt 62
Complexity as the Main Driver 67
Chapter 5: Complexity - a Raw Material of the New World 68
Limits to the Old Ways of Thinking 70
What Is Complexity? What is Variety? 71
Inconceivable yet Manageable 73
Simple and Complex Systems 75
Complicated or complex? 78
Chapter 6: Systems Out of Control? 81
New Governance by Cybernetics: Communication and Control 84
Cybernetics for Self-Capabilities 87
Doing Business Is Not Enough 88
Chapter 7: Complexity for the Functioning of Organizations 90
Two Levels of Functioning 90
Operational and Management Tasks 93
Constants in Change: Master Controls 94
How Master Controls Work 96
Navigation Assistants for the Great Transition 104
Chapter 8: Heuristics: Navigation Principles for New Territory 114
Principles for Assessing a Situation in Circumstances of Uncertainty 116
Principles for Control Capacity and the Shaping of Relationships 118
Principles for Information 120
Principles for Persuasiveness 121
Chapter 9: From Disruption to New Destinations 123
On Dealing with Limitations 124
When Something Is New: Managing by Instructions 130
Not Only Communication but also Meta-Communication 132
Contents Preface 9 Chapter 1: Why we must revolutionize our thinking 11 Observations 11 Chapter 2: The Great Transformation21 14 A Sign of Our Times? 14 From the Old World to the New 15 A Complete Change 16 The Old World of 1997 22 "Classical Management": an Obsolescent Model 24 Almost Everything Will Change 26 Birth Pangs of a New World 27 Economics Is Not Enough 29 A Crisis of Dysfunction 31 The REvolution of Organizations 33 Chapter 3: The Basic Law of Change 36 A Map of Growth, Uncertainty, and Creative Destruction 37 Navigating into the Unknown 39 Not One but Three Strategies Needed 41 Substitution and Experiencing Creative Destruction 42 Fundamental Transformations 43 Being Ahead of Change 46 Chapter 4: The Drivers of Transformation 48 Demographics 49 Ecology 53 Science and Technology 57 Economics and Debt 62 Complexity as the Main Driver 67 Chapter 5: Complexity - a Raw Material of the New World 68 Limits to the Old Ways of Thinking 70 What Is Complexity? What is Variety? 71 Inconceivable yet Manageable 73 Simple and Complex Systems 75 Complicated or complex? 78 Chapter 6: Systems Out of Control? 81 New Governance by Cybernetics: Communication and Control 84 Cybernetics for Self-Capabilities 87 Doing Business Is Not Enough 88 Chapter 7: Complexity for the Functioning of Organizations 90 Two Levels of Functioning 90 Operational and Management Tasks 93 Constants in Change: Master Controls 94 How Master Controls Work 96 Navigation Assistants for the Great Transition 104 Chapter 8: Heuristics: Navigation Principles for New Territory 114 Principles for Assessing a Situation in Circumstances of Uncertainty 116 Principles for Control Capacity and the Shaping of Relationships 118 Principles for Information 120 Principles for Persuasiveness 121 Chapter 9: From Disruption to New Destinations 123 On Dealing with Limitations 124 When Something Is New: Managing by Instructions 130 Not Only Communication but also Meta-Communication 132 Managing Your Boss and Colleagues 133 Management as a Passion 135 Epilog 137 Sources 142 Selected Readings by Fredmund Malik 145 Index 146 Contents
Preface 9
Chapter 1: Why we must revolutionize our thinking 11
Observations 11
Chapter 2: The Great Transformation21 14
A Sign of Our Times? 14
From the Old World to the New 15
A Complete Change 16
The Old World of 1997 22
"Classical Management": an Obsolescent Model 24
Almost Everything Will Change 26
Birth Pangs of a New World 27 Economics Is Not Enough 29
A Crisis of Dysfunction 31
The REvolution of Organizations 33
Chapter 3: The Basic Law of Change 36
A Map of Growth, Uncertainty, and Creative Destruction 37
Navigating into the Unknown 39
Not One but Three Strategies Needed 41
Substitution and Experiencing Creative Destruction 42
Fundamental Transformations 43
Being Ahead of Change 46
Chapter 4: The Drivers of Transformation 48
Demographics 49
Ecology 53
Science and Technology 57
Economics and Debt 62
Complexity as the Main Driver 67
Chapter 5: Complexity - a Raw Material of the New World 68
Limits to the Old Ways of Thinking 70
What Is Complexity? What is Variety? 71
Inconceivable yet Manageable 73
Simple and Complex Systems 75
Complicated or complex? 78
Chapter 6: Systems Out of Control? 81
New Governance by Cybernetics: Communication and Control 84
Cybernetics for Self-Capabilities 87
Doing Business Is Not Enough 88
Chapter 7: Complexity for the Functioning of Organizations 90
Two Levels of Functioning 90
Operational and Management Tasks 93
Constants in Change: Master Controls 94
How Master Controls Work 96
Navigation Assistants for the Great Transition 104
Chapter 8: Heuristics: Navigation Principles for New Territory 114
Principles for Assessing a Situation in Circumstances of Uncertainty 116
Principles for Control Capacity and the Shaping of Relationships 118
Principles for Information 120
Principles for Persuasiveness 121
Chapter 9: From Disruption to New Destinations 123
On Dealing with Limitations 124
When Something Is New: Managing by Instructions 130
Not Only Communication but also Meta-Communication 132
Managing Your Boss and Colleagues 133
Management as a Passion 135
Epilog 137
Sources 142
Selected Readings by Fredmund Malik 145
Index 146
Rezensionen
"Malik accomplishes what management authors have tried to do since pre-Y2K. He has distilled to its essence the birth pangs of a new world order. [...] A management primer cum self-help book suitable for undergrads through CEOs." G. E. Leaf, Community Colleges of Spokane, Choice, 10.08.2017»Malik accomplishes what management authors have tried to do since pre-Y2K. He has distilled to its essence the birth pangs of a new world order. [...] A management primer cum self-help book suitable for undergrads through CEOs.« G. E. Leaf, Community Colleges of Spokane, Choice, 10.08.2017
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