
The New St. Gallen Management Model
Basic Categories of an Approach to Integrated Management
Johannes Rüegg-Stürm(Author)
Palgrave Macmillan (Publisher)
Published on 27. August 2016
Book
Paperback/Softback
XII, 112 pages
978-1-349-51852-4 (ISBN)
Description
First published in German, this book starts from the premise that managers' understanding and theories of organizations determine how they decide to act. It therefore scrutinises management's basic tasks, and examines the most important concepts of management science, prompting questions for a company's 'health check'. The management tasks and scientific concepts are presented on the basis of an integrated framework which allows the reader to easily recognize their interdependencies and interlinkages.
More details
Edition
1st ed. 2005
Language
English
Place of publication
London
United Kingdom
Target group
Professional and scholarly
Product notice
Paperback (trade)
Unsewn / adhesive bound
Illustrations
XII, 112 p.
Dimensions
Height: 216 mm
Width: 136 mm
Thickness: 12 mm
Weight
147 gr
ISBN-13
978-1-349-51852-4 (9781349518524)
DOI
10.1057/9780230505162
Schweitzer Classification
Other editions
Additional editions

Johannes Ruegg-Sturm
The New St. Gallen Management Model
Basic Categories of an Approach to Integrated Management
Book
02/2005
Palgrave MacMillan
€133.70
Article exhausted; check different version
Person
JOHANNES RÜEGG-STÜRM is Professor for Organizational Behaviour at the University of St Gallen (HSG), Switzerland, and Director of the Institute of Management. His research areas include the management of strategic change and renewal, organizational communication, new forms of leading and organizing, systemic methods in management, and management of health care organizations and foundations.
Content
List of Figures Preface Foreword Introduction Firms as Complex Systems Environmental Spheres of a Firm The Stakeholders of a Firm Interaction Issues Between a Firm and Its Stakeholders Structuring Forces of a Firm The Processes of a Firm Modes of Firm Development: Organisational Change Epilogue: Reinventing the Wheel?