Реклама. ООО «ЛитРес», ИНН: 7719571260.
Managing in a Complex World
Preface
Acknowledgments
How best to approach this book
INTRODUCTION. 1 Why is a detailed examination of management more important than ever?
2 Organizational Value Creation: The Key Reference Point of Management. 2.1 Value Creation as Outcome and Process
2.2 Value Creation as Organizational Achievement
2.3 Primary and Supplementary Value Creation
2.4 Value Creation in Environment-Organization Interaction
2.5 Types of Organizations
2.6 Organizational Value Creation as Management Focus
3 The St. Gallen Management Model (SGMM) 3.1 What are Models for?
3.2 What does the SGMM achieve?
3.3 Overview of the SGMM
3.4 The Development of the SGMM
3.5 Environment, Organization, and Management: A Systems-Oriented View. 3.5.1 What is a System?
3.5.2 The Importance of Context
3.5.3 The Importance of Interdependencies
3.5.4 Consequences for the Understanding of Management
THE TASK PERSPECTIVE. Overview
1 Environmental Spheres
1.1 Economy
1.2 Technology
1.3 Nature
1.4 Society
1.5 Relationships between Dynamic Environmental Spheres
2 Stakeholders
2.1 Individuals, Communities, and Organizations
2.2 Stakeholder Concepts
2.3 Interrelations between Different Stakeholder Concepts
3 Interaction Issues
3.1 Concerns and Interests
3.2 Norms and Values
3.3 Resources
3.4 The Importance of Interaction Issues for Normative and Strategic Orientation
4 Processes
4.1 The Growing Importance of Process-Oriented Design Work
4.2 Process-Oriented Design Concepts
4.3 Process Categories
4.3.1 Management Processes
4.3.2 Business Processes and Business Model
4.3.3 Support Processes
4.3.4 Financial Management Processes
4.4 Process Development
5 Structuring Forces
5.1 Governance
5.2 Strategy. 5.2.1 Understanding Strategy
5.2.2 Important Aspects of Strategy Definition
5.2.3 Strategic Design Fields
5.2.4 Strategy Work: Outside-In and Inside-Out Perspectives
5.3 Structure. 5.3.1 Understanding Structure
5.3.2 Differentiation and Integration
5.3.3 Visualizing Configuration: Organizational Charts
5.3.4 Functional Structure
5.3.5 Divisional Structure
5.3.6 Matrix Structure
5.3.7 Formal and Informal Organization
5.4 Culture. 5.4.1 Understanding Culture
5.4.2 Organizational Culture: A Manifold Implicit Structuring Force
5.4.3 Subcultures
5.4.4 Designability of Organizational Culture
6 Development Modes
6.1 Optimization and Renewal
6.2 Effectiveness and Efficiency as Development Focus
6.3 Organizational Change: Content and Relationship Dimensions
6.4 Impact Intensity of Organizational Change
Task Perspective: Core Statements
TRANSITION TO THE PRACTICE PERSPECTIVE. INCREASING COMPLEXITY AND ITS DEVELOPMENT DYNAMICS. 1 Organization and Management: A Complexity-Appropriate Approach
2 Increasing Complexity and Experiencing Contingency. 2.1 Hallmarks of Management Work: Volatility, Uncertainty, Complexity, Ambiguity
2.2 The Enlightenment: Driver of Innovation and Change
2.2.1 The Rise of Stabilizing Institutions
2.2.2 Innovation Dynamics as Driver of Progress
2.3 The Multi-Option Society: A Challenge for Management Practice
2.4 Consequences of Increasing Complexity for Value Creation
3 Practice Perspective: Scientific Foundations
3.1 Practice Theory
Practices as bundles of actions
Interplay of activities, artifacts, and language
Practices as collective action patterns
Practices become effective in configurations of practices
“Agency” of practices
Practices as routinized action patterns
Inherent normativity of practices
Power dimension of practices
Summary
3.2 Autopoietic Social Systems Theory
Causalities are enacted communicatively
Social systems are formed by meaning-constituting communications
Organizations as communication systems
Distributed attribution processes of causes and effects
Social efficacy requires communication
Communication systems proceed via their own logic
Communication success is improbable
Organizations as decision-making systems
Decisions take effect through communicative references
Reflection as communicative self-observation
Summary
3.3 Common Features of Practice Theory and Autopoietic Social Systems Theory
Agency
Process-oriented view of organization and management
Embeddedness
Multi-causality and loose causal relationships
Contingency and creativity
“Sensemaking” as a core activity
Dynamic stabilization
Organizing as enactment
THE PRACTICE PERSPECTIVE. Overview
1 Value Creation
1.1 Differentiation. Functional differentiation as the formation of subsystems
Organizational differentiation: Forms and prerequisites
External and internal differentiation
Twofold environmental reference of subsystems
System boundaries as selective attention filters
Overcoming complexity through system boundaries
Differentiation requires integration efforts
Internal complexity reflects environmental complexity
1.2 Resource Configuration
1.3 Value Creation Processes
Value creation processes as the interplay of routinized practices
Process quality of value creation processes
Practices for developing value creation processes
1.4 Decision-Making Practice
1.4.1 Decisions as Heavily Preconditioned Communication Processes
Particularities of organizational decisions
Preconditions for effective organizational decisions
1.4.2 Decision-Making Necessities
Agenda setting
Communication platforms
1.4.3 Processing Forms
Processing topics on relevant communication platforms
Communication practices for processing topics
Mobilizing a processing form
1.4.4 Decision-Making Capacity
1.5 Relationship Culture
2 Orientation Framework
2.1 Operational Orientation
2.2 Strategic Orientation
2.3 Normative Orientation
3 Environment
3.1 Environmental Spheres
3.2 Stakeholders
3.3 Conditions for Existence
3.3.1 Possibilities
3.3.2 Expectations
Stakeholder expectations
3.3.3 Resources
4 Management Practice
4.1 The SGMM’s Understanding of Management
Management as a reflective function
Management promotes contingency awareness
Management and organizing
Management and its paradoxical position: Simultaneously “outside” and “inside” an organization
Management as a collaborative design practice
Management and leadership
Management and profession-related leadership
Management as reflective design practice
4.2 Manager Communities
4.3 Design Platforms. Temporal and spatial arrangements of communication
Macro-structuring communication
Functions and impact requirements of design platforms
4.4 Design Practices. Micro-structuring communication
Communicative impact dimensions of reflective design practices
Practices for collective self-observation
Practices for creating new opportunities
Practices for scaling successful experiments
4.5 Language of Reflection. Reflectively addressing management
The SGMM as a language of reflection
Collaboratively and communicatively sharpening the understanding of management
4.6 Key Manifestations of Management Practice
Corporate governance
Executive management
Practice Perspective: Core Statements
EPILOGUE. The double paradox of management
Design options for management practice
The future needs the past
INDEXES
List of figures
References
Subject index
A cooperation of following publishers
Böhlau Verlag · Wien · Köln · Weimar
.....
Ferdinand Schöningh · Paderborn
Eugen Ulmer Verlag · Stuttgart
.....