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An Introduction to Management Studies
Preface
1 Integrative Management and Management Models. 1.1 Case Study: On
Key Figures:
Discussion Questions:
1.2 The St. Gallen Management Model as the Basis of an Integrative Approach to Management
1.3 Development of the St. Gallen Management Models
1.3.1 First-Generation SGMM
1.3.2 Second-Generation SGMM
1.3.3 Third-Generation SGMM
1.3.4 Fourth-Generation SGMM
1.4 Integrative Management
1.4.1 Origins of Integrative Approaches to Management
1.4.2 Management as a Profession
1.4.3 Dealing with Complexity
1.4.4 The St. Gallen Approach
1.5 Thinking in Systems and Processes
1.5.1 System View of Organizations
1.5.2 Process View of Organizations
1.6 Types of Companies and Organizations
2 Decisions and Communication. 2.1 Case Study: N26
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Discussion Questions:
2.2 Business Studies as Decision Theory. 2.2.1 Necessity of Decisions and Communication
2.2.2 Challenge of Decision-Making in Organizations
2.3 Fundamentals of Decision Theory
2.3.1 Simple Decisions
2.3.2 Complicated Decisions
2.3.3 Complex Decisions
2.4 Methods of Decision Theory
2.4.1 Simple Decisions
2.4.2 Complicated Decisions
2.4.3 Complex Decisions
2.5 Prerequisites for Effective Organizational Decisions
2.6 Communication
2.6.1 Organizing Communication
2.6.2 How Communication Works
3 Strategy and Development Modes. 3.1 Case Study: Hiag
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Discussion Questions:
3.2 Strategy in the St. Gallen Management Model
3.3 Definitions of Strategy
3.4 Strategy Content
3.4.1 Competitive Advantages
3.4.2 Competitive Strategies
3.5 Strategy Process
3.6 Strategy Tools
3.6.1 Analysis
3.6.2 Formulation
3.6.3 Selection
3.6.4 Implementation
3.6.5 Evaluation
3.7 Development Modes
3.7.1 Optimization and Renewal
3.7.2 Crises as Triggers of Organizational Change
4 Structure and Culture. 4.1 Case Study: Jungfraubahnen
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Discussion Questions:
4.2 Structure in the St. Gallen Management Model
4.3 Basic Types of Organizational Structure
4.3.1 Line-Staff Organization
4.3.2 Matrix Organization
4.3.3 Network Organization
4.3.4 Process Organization
4.4 Determinants of Organizational Structure
4.4.1 Economic Effects
4.4.2 Legal Factors
4.4.3 Developments in the Environment
4.4.4 Growth and Internal Specialization
4.5 Implementation of Organization
4.6 Culture
4.6.1 Interpretation
4.6.2 Typologies
5 Leadership and Governance. 5.1 Case Study: Viu
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Discussion Questions:
5.2 Human Nature and Motivation
5.2.1 Content Theories
5.2.2 Process Theories
5.2.3 Concepts of the Human Being
5.3 Leadership in the St. Gallen Management Model
5.4 Leadership
5.4.1 Leadership Styles
5.4.2 Leadership Principles
5.5 Human Resources Management
5.5.1 Determining Personnel Requirements
5.5.2 Recruitment
5.5.3 Staff Motivation and Remuneration
5.5.4 Human Resources Development
5.5.5 Releasing Staff
5.6 Governance
5.6.1 Governance and Executive Management
5.6.2 Origin of the Corporate Governance Debate
5.6.3 Risk Management
6 Environment and Interaction Issues. 6.1 Case Study: Zurich Airport
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Discussion Questions:
6.2 Organizations in their Environment
6.2.1 Neoclassical Theory
6.2.2 Transaction Cost Theory
6.2.3 Resource-Based Theory
6.2.4 Behavioral Theory
6.2.5 Customer Value-Based Theory
6.3 Organizations, Environment, and Interaction Issues
6.3.1 Environmental Spheres
6.3.2 Stakeholders
6.4 Coming Full Circle: Back to Integrative Management
Figures
Literature
Alphabetical Index
utb 5656
[1]Eine Arbeitsgemeinschaft der Verlage
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St. Gallen management research has also explored the needs and requirements of management as an acting organ. Thus, Ulrich, Krieg, and Malik (1976) observed that “the purpose of business studies is to provide actors with the knowledge needed in specific problem situations” (p. 135).
Thus, in order to best serve management and managers, researchers often prioritized “relevance” (i.e., whatever serves life and efficiency) over “rigor” (i.e., scientific substantiation) — well, at least until business studies also began developing a stronger scientific approach. For instance, Gulati (2007, p. 776, based on Gorden & Howell, 1959; Pierson, 1958), noted that “The question first arose in the 1950s and 60s with multiple voices suggesting that management research was aspiring to be relevant at the expense of the rigor observed in other social sciences” (see also, e.g., Gordon & Howell, 1959; Pierson, 1959). There was an increasing orientation toward social science principles and theories, for example, from economics or sociology. One example was the development of strategies based on industry economics such as economies of scale, economies of scope, and economies of density. This approach was associated with a differentiation of management research, as evident in various disciplines. More and more, research became oriented toward individual functions and subdisciplines. For example, marketing as a research area differentiated itself as part of business studies; within marketing, other research areas (e.g., customer insight or brand management) emerged as subdisciplines with their own research communities.
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