Management

Contents
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

11.Structure 205
Organizing 206
Basic Functional Prerequisites 209
Top Management Structure 213

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 - Management Responsibility and Management Ethics 282

Appendix - The Malik Management System and Its Users 285

About the Author 294

Literature 296

Index 299