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Management is a craft - a universal discipline, the most important one of the 21st century. In this book, the leading author in the field of general management gives an overview of the principles and foundations that general management is based on. Looking far ahead into the information age, Malik explains the factors for success which can be verified both scientifically and practically. Fredmund Malik's general management theory is system-oriented and therefore valid all over the world at any given time. It works in all areas and industries of any society, irrespective of changing trends, of…mehr
Management is a craft - a universal discipline, the most important one of the 21st century. In this book, the leading author in the field of general management gives an overview of the principles and foundations that general management is based on. Looking far ahead into the information age, Malik explains the factors for success which can be verified both scientifically and practically. Fredmund Malik's general management theory is system-oriented and therefore valid all over the world at any given time. It works in all areas and industries of any society, irrespective of changing trends, of national or of cultural differences. With his consistent and well-grounded alignment along the natural phenomena of complex systems - phenomena that both executives and managers have to cope with every day - Malik sets the standard for sound management in the era of knowledge. "One of the best management books. It contains wise and exceptional ideas." WirtschaftsWoche
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Autorenporträt
Prof. Dr. oec. habil. Fredmund Malik is a pioneer of management in complex systems. As such, he advocates the need for a complete change in approach, 180-degree turn: from the false doctrines and theories of the past to a nature, system, and brain-friendly conception. As a scientist, author, consultant, and management coach, Professor Malik has been teaching, advising, and influencing the thinking of executives and managers across all levels, organizations, and industries. For decades, the St. Gallen based professor has been an entrepreneur in his own right. He is the owner of Malik Management and the employer of around 250 people in St. Gallen, Zurich, Vienna, Berlin, London, Shanghai, and Toronto. He is also a member of several supervisory, administrative, and foundation boards. Fredmund Malik stands for the unparalleled integration of practice and science. His latest publication with Campus was the new edition of his best seller Managing, Performing, Living. Effective Management for a New Era.
Inhaltsangabe
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 (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 MisconContents Author's Preface to the English Edition 2010 11
Preface to the New German Edition 2007 15
Concept and Logic of the Series "Management: Mastering Complexity" 18
Introduction 20
Central Propositions 21
A Word on the Terms Used 22 Part I What Management Is and What It Is Not 25
1.What Management Is Not 27 Management Is Not Status, Rank, and Privileges 28 Management Is Not Business Administration 28 Management Is Not Limited to Commercial Enterprises 29 Management Is Not Management of People 30 Management Is Not Doing Business 32 Management Is Not Entrepreneurship 32 Management Is Not Only Top Management 33 Management Is Not Identical with U.S. Management 34 Management Is Not Identical with MBA programs 35 Management Is Not Identical with Operational Tasks 36 Management Is Not Leadership 37
2.What Management Is 39 From Resources to Value 39 What Further Sharpens the View on Management 40 What Does "Craft" Mean? 42 From an Art to a Profession 43 Management is Dealing with Complexity 44 What Is Cybernetics? 46 Simple and Complex Systems 48 The Dominance of Reductionism 49 Management - Control of High-Variety Systems 51 The Law of Requisite Variety 53 New Role Models 55
3.Why Management Is Important 57 Management Is the Most Important Societal Function 57 Management Is the Social Code of the Ability to Master Life 58
4.Right Management Is Universally Valid 60 Two Differentiations so Far Overlooked 60 A Solution to Time-Honored Pseudo-Problems 62 Everybody Makes Their Own Mistakes 63 Business Model and Management Are Different Things 64 Important and Unpleasant Consequences 64 The Courage to Be Normative 65 Part II Effectiveness: Managing People Managing a Business 67
5.Managing People: The Standard Model of Right and Good Management 69 Logic of the Model 69 What Every Manager Needs 72 Expansion of the Model 89 Management Tasks and Operational Tasks: A Much-Neglected Distinction 89 Specifics of Application 92 Five Fields of Application in Practice 94
6.Managing a Business: The Integrated Management System (IMS®)98 Function of the IMS®: From Corporate Purpose to Results 101 The Result-Producing Unit as a Basic Element of Management 101 Dimensions of Integration 102 Overview 103 Logic and Elements of the IMS® 104 What Else Must Be Considered ... 110 Part III The General Management Functions 115
7.The Basic Model of General Management 117
8.The Organization's Environment 120 Model Categories for the Environment 121 Understanding Economic Aspects 122 Neoliberal Misconceptions 123 New Economic Understanding Needed? 126 Want or Must? Debt Pressure as a Driver of Economic Activity 127 The Myth of the U.S. Economy's Superiority 133 An Alternative Scenario 138
9.Corporate Policy and Corporate Governance 142 Errors of Corporate Governance 145 Business Mission: The Basis of Right Governance 163 The Six Central Performance Controls (CPCs) of a Healthy Company - the Real Balanced Scorecard 172
10.Strategy 176 The Pioneers 177 A Cybernetic Concept 179 Integral Business Navigation With Compelling Logic 181 What Matters Most? 183 Strategic Principles 191 The High Art of Strategy: PIMS - Profit Impact of Market Strategy 195
12.Culture 228 Cultural Change 229 Values 230 The Unity of Management Knowledge 232 The Strongest Signals: Staffing Decisions 233 Critical Incidents 235 Questions of Motivation 237 Culture and Meaning 241
13.Executives 244 Does Management Need a Concept of Man? 245 New Qualifications and Requirements 246 Major Tasks Ahead for HR Management 251 Money: Managers' Compensation 257
14.Innovation and Change 262 False Doctrines and Misconceptions 263 The Guidelines 265 Part IV Management is Getting Things Done 273
15.Implementation 275 Concentrate on a Few Things 275
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 (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 MisconContents Author's Preface to the English Edition 2010 11
Preface to the New German Edition 2007 15
Concept and Logic of the Series "Management: Mastering Complexity" 18
Introduction 20
Central Propositions 21
A Word on the Terms Used 22 Part I What Management Is and What It Is Not 25
1.What Management Is Not 27 Management Is Not Status, Rank, and Privileges 28 Management Is Not Business Administration 28 Management Is Not Limited to Commercial Enterprises 29 Management Is Not Management of People 30 Management Is Not Doing Business 32 Management Is Not Entrepreneurship 32 Management Is Not Only Top Management 33 Management Is Not Identical with U.S. Management 34 Management Is Not Identical with MBA programs 35 Management Is Not Identical with Operational Tasks 36 Management Is Not Leadership 37
2.What Management Is 39 From Resources to Value 39 What Further Sharpens the View on Management 40 What Does "Craft" Mean? 42 From an Art to a Profession 43 Management is Dealing with Complexity 44 What Is Cybernetics? 46 Simple and Complex Systems 48 The Dominance of Reductionism 49 Management - Control of High-Variety Systems 51 The Law of Requisite Variety 53 New Role Models 55
3.Why Management Is Important 57 Management Is the Most Important Societal Function 57 Management Is the Social Code of the Ability to Master Life 58
4.Right Management Is Universally Valid 60 Two Differentiations so Far Overlooked 60 A Solution to Time-Honored Pseudo-Problems 62 Everybody Makes Their Own Mistakes 63 Business Model and Management Are Different Things 64 Important and Unpleasant Consequences 64 The Courage to Be Normative 65 Part II Effectiveness: Managing People Managing a Business 67
5.Managing People: The Standard Model of Right and Good Management 69 Logic of the Model 69 What Every Manager Needs 72 Expansion of the Model 89 Management Tasks and Operational Tasks: A Much-Neglected Distinction 89 Specifics of Application 92 Five Fields of Application in Practice 94
6.Managing a Business: The Integrated Management System (IMS®)98 Function of the IMS®: From Corporate Purpose to Results 101 The Result-Producing Unit as a Basic Element of Management 101 Dimensions of Integration 102 Overview 103 Logic and Elements of the IMS® 104 What Else Must Be Considered ... 110 Part III The General Management Functions 115
7.The Basic Model of General Management 117
8.The Organization's Environment 120 Model Categories for the Environment 121 Understanding Economic Aspects 122 Neoliberal Misconceptions 123 New Economic Understanding Needed? 126 Want or Must? Debt Pressure as a Driver of Economic Activity 127 The Myth of the U.S. Economy's Superiority 133 An Alternative Scenario 138
9.Corporate Policy and Corporate Governance 142 Errors of Corporate Governance 145 Business Mission: The Basis of Right Governance 163 The Six Central Performance Controls (CPCs) of a Healthy Company - the Real Balanced Scorecard 172
10.Strategy 176 The Pioneers 177 A Cybernetic Concept 179 Integral Business Navigation With Compelling Logic 181 What Matters Most? 183 Strategic Principles 191 The High Art of Strategy: PIMS - Profit Impact of Market Strategy 195
12.Culture 228 Cultural Change 229 Values 230 The Unity of Management Knowledge 232 The Strongest Signals: Staffing Decisions 233 Critical Incidents 235 Questions of Motivation 237 Culture and Meaning 241
13.Executives 244 Does Management Need a Concept of Man? 245 New Qualifications and Requirements 246 Major Tasks Ahead for HR Management 251 Money: Managers' Compensation 257
14.Innovation and Change 262 False Doctrines and Misconceptions 263 The Guidelines 265 Part IV Management is Getting Things Done 273
15.Implementation 275 Concentrate on a Few Things 275
Epilog - Manage
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