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Simon Grand | Johannes Rüegg-Stürm

Managing in a Complex World

The St. Gallen Management-Model

Verfügbarkeit: Auf Lager

Lieferzeit: 2-3 Tage

EAN/ISBN
9783838552996
1. 2019

Details

Organisationale Wertschöpfung wird zunehmend komplexer. Das St. Galler Management-Modell präsentiert dafür zwei Perspektiven: Die Aufgabenperspektive erörtert die Gestaltungsfelder einer integrativen Management-Praxis im Zusammenspiel von Umwelt, Organisation und Management. Die Praxisperspektive beleuchtet die Voraussetzungen einer wirksamen und verantwortungsbewussten Management-Praxis.
  • Cover
  • Imprint4
  • Preface5
  • Acknowledgments6
  • How best to approach this book9
  • Table of contents13
  • INTRODUCTION19
  • 1 Why is detailed examination of management more important than ever?20
  • 2 Organizational Value Creation: The Kex Reference of Management22
  • 2.1 Value Creation as Outcome and Process22
  • 2.2 Value Creation as Organizational Achievement23
  • 2.3 Primary and Supplementary Value Creation24
  • 2.4 Value Creation in Environment-Organization Interaction25
  • 2.5 Types of Organizations26
  • 2.6 Organizational Vlaue Creation as Management Focus28
  • 3 The St. Gallen Management Model (SGMM)28
  • 3.1 What are Models for?28
  • 3.2 What does the SGMM achieve?29
  • 3.3 Overview of the SGMM 30
  • 3.5 Environment, Organization, and Management: A Systems-Oriented View34
  • 3.5.1 What is a System?34
  • 3.5.2 The Importance of Context35
  • 3.5.3 The Importance of Interdependencies36
  • 3.5.4 Consequences for the Understanding of Management37
  • THE TASK PERSPECTIVE39
  • Overview40
  • 1 Environmental Spheres44
  • 1.1 Economy45
  • 1.2 Technology46
  • 1.3 Nature47
  • 1.4 Society48
  • 1.5 Relationships between Dynamic environmental Spheres49
  • 2 Stakeholders50
  • 2.1 Individuals, Communities, and Organizations50
  • 2.2 Stakeholder Concepts51
  • 2.3 Interrelations between Different Stakeholder Concepts52
  • 3 Interaction Issues54
  • 3.1 Concerns and Interests54
  • 3.2 Norms and Values55
  • 3.3 Resources56
  • 3.4 The Importance of Interaction Issues for Normative and Strategic Orientation56
  • 4 Processes58
  • 4.1 The Growing Importance of Process-Oriented Design Work 58
  • 4.2 Process-Oriented Design Concepts60
  • 4.3 Process Categories62
  • 4.3.1 Management Processes63
  • 4.3.2 Business Processes and Business Model64
  • 4.3.3 Support Processes66
  • 4.3.4 Financial Management Processes67
  • 4.4 Process Development68
  • 5 Structuring Forces70
  • 5.1 Governance71
  • 5.2 Strategy72
  • 5.2.1 Understanding Strategy72
  • 5.2.2 Important Aspects of Strategy Definition72
  • 5.2.3 Strategic Design Fields74
  • 5.2.4 Strategy Work: Outside-In and Inside-Out Perspectives76
  • 5.3 Structure80
  • 5.3.1 Understanding Structure80
  • 5.3.2 Differentiation and Integration80
  • 5.3.3 Visualizing Configuration: Organizational Charts 81
  • 5.3.4 Functional Structure83
  • 5.3.5 Divisional Structure83
  • 5.3.6 Matrix Structure84
  • 5.3.7 Formal and Informal Organization86
  • 5.4 Culture86
  • 5.4.1 Understanding Culture86
  • 5.4.2 Organizational Culture: A Manifold Implicit Structuring Force88
  • 5.4.3 Subcultures89
  • 5.4.4 Designability of Organizational Culture90
  • 6 Development Modes92
  • 6.1 Optimization and Renewal93
  • 6.2 Effectiveness and Efficiency as Development Focus95
  • 6.3 Organizational Change: Content and Relationship Dimensions96
  • 6.4 Impact Intensity of Organizational Change97
  • Task perspective: Core Statements100
  • Transition to the practice perspective: Increasing complexity and its development dynamics103
  • 1 Organization and Management: A Complexity-Appropriate Approach104
  • 2 Increasing Complexity and Experiencing Contingency105
  • 2.1 Hallmarks of Management Work: Volatility, Uncertainty, Complexity, Ambiguity105
  • 2.2 The Enlightenment: Driver of Innovation and Change107
  • 2.2.1 The Rise of Stabilizing Institutions109
  • 2.2.2 Innovation Dynamics as Driver of Progress110
  • 2.3 The Multi-Option Society: A Challenge for Management Practice112
  • 2.4 Consequences of Increasing Complexity for Value Creation114
  • 3 Practice Perspective: Scientific Foundations116
  • 3.1 Practice Theory117
  • 3.2 Autopoietic Social Systems Theory120
  • 3.3 Common Features of Practice Theory and Autopoietic Social Systems Theory127
  • THE PRACTICE PERSPECTIVE131
  • Overview132
  • 1 Value Creation138
  • 1.1 Differentiation139
  • 1.2 Resource Configuration146
  • 1.3 Value Creation Processes148
  • 1.4 Decision-Making Practice154
  • 1.4.1 Decisions as Heavily Preconditioned Communication Processes154
  • 1.4.2 Decision-Making Necessities158
  • 1.4.3 Processing Forms160
  • 1.4.4 Decision-Making Capacity164
  • 1.5 Relationships Culture167
  • 2 Orientation Framework170
  • 2.1 Operational Orientation174
  • 2.2. Strategic Orientation175
  • 2.3 Normative Orientation179
  • 3 Environment184
  • 3.1 Environment Spheres186
  • 3.2 Stakeholders188
  • 3.3 Conditions for Existence191
  • 3.3.1 Possibilities191
  • 3.3.2 Expectations193
  • 3.3.3 Resources196
  • 4 Management Practice198
  • 4.1 The SGMM0s Understanding of Management199
  • 4.2 Manager Communities208
  • 4.3 Design Platforms210
  • 4.4. Design Practices214
  • 4.5 Language of Reflection223
  • 4.6 Key Manifestations of Management Practice226
  • Practice Perspective: Core Statements228
  • EPILOGUE231
  • List of figures242
  • References244
  • Subject index258