Fredmund Malik

Managing Performing Living

Effective Management for a New World
Übersetzung:Scherer, Jutta

• Broschiertes Buch

Produktbeschreibung

Managing Performing Living is a classic in the field of management. Fredmund Malik reveals everything that all executives and experts in leading positions need to know, anytime and anywhere. He provides readers with the universal principles, tasks and tools of effective management and self-management.
His book ranks among the 100 best business books of all times. The new, completely revised and updated edition is tailored to a new generation of managers, to whom effectiveness is the key to success. It shows the way to turn knowledge, personal strengths, talent, creativity and innovative thinking into results. Managing Performing Living helps readers to cope with the "Great Transformation21", as Malik calls the ongoing centennial change in business and society. It is a book on how to create functioning organizations in a viable society.

Produktdetails

• Verlag: Campus Verlag
• Artikelnr. des Verlages: 50263
• 2. Aufl.
• Seitenzahl: 405
• Erscheinungstermin: 7. Juli 2015
• Englisch
• Abmessung: 228mm x 152mm x 24mm
• Gewicht: 639g
• ISBN-13: 9783593502632
• ISBN-10: 3593502631
• Artikelnr.: 41778743

Inhaltsangabe

TABLE OF CONTENT
PREFACE TO THE NEW 2014 EDITION 10

Right Thinking-Right Management14
The Key to Success 14
The Great Transformation 21 18
How Effective Management Systems Are Built 24
What Right Management Can Accomplish 26
PART I
PROFESSIONALISM29
1. The Ideal Manager-a Wrong Question 31
The Universal Genius-A Stumbling Block 31
The Effective Person 33
No Accordance in Personalities 34
What Counts Is What You Do, Not What You Are Like 35
Misleading Surveys 36
2. False Theories, Errors, and Misconceptions 39
The Pursuit-of-Happiness Approach 39
Leadership and the Great Man Theory 41
Errors and Misconceptions 44
3. Management as a Profession 49
Constitutional Thinking 49
Professionalism Can Be Learnt 51
The Most Important Profession in a Modern Society 53
The Most Important Mass Profession 56
Elements of Effective Management 59
Sound Training Is Possible for Everyone 62
PART II
PRINCIPLES OF EFFECTIVE MANAGEMENT 65
Introduction 67
Simple but Not Easy 67
Useful in Difficult Situations 68
Not Inborn-Must Be Learnt 69
Ideals and Compromises 70
What Type as Role Model? 71
1. Focusing on Results 73
A Self-Evident Fact? 73
Misconceptions 75
What If People Cannot Accept This? 77
Pleasure or Result? 78
2. Contribution to the Whole 85
Position or Contribution? 86
Specialist or Generalist? 88
Wholistic Thinking 89
Contribution and Motivation 91
Contribution Instead of Title 92
The Consequence of Organization 93
3. Concentration on a Few Things 96
The Key to Results 96
Rejection Without Reason 98
Application Examples101
4. Utilizing Strengths 107
Fixation on Weaknesses 108
Matching Tasks with Strengths 109
Should Weaknesses Be Ignored? 111
No Personality Reform 113
Why Focus on Weaknesses? 114
Learning from the Greats 115
How Can We Recognize Strengths? 117
Types of Weaknesses 119
Two Sources of Peak Performance 121
5. Trust 123
Creating a Robust Management Situation 124
How Can We Build Trust? 125
6. Positive Thinking 138
Opportunities Instead of Problems 138
From Motivation to Self-Motivation 139
Positive Thinking-Inborn or Acquired? 140
Freeing Oneself of Dependencies 144
Doing One's Best 146
7. Synopsis: Quality of Management148
PART III
TASKS OF EFFECTIVE MANAGEMENT 151
Preliminary Remarks 153
1. Providing Objectives 156
No Systems Bureaucracy 157
Personal Annual Objectives 157
The General Direction 158
Basic Rules for Management by Objectives 159
2. Organizing 171
Beware of "Organizitis" 171
There Is No Such Thing as a "Good Organization" 172
The Three Basic Issues of Organizing 174
Symptoms of Bad Organization 175
3. Making Decisions 180
Wrong Opinions and Illusions 180
The Decision-Making Process 188
4. Supervising 202
Supervision Is Indispensable202
Trust as the Foundation 203
How Should We Supervise? 204
Measuring and Judging 211
5. Developing and Promoting People 215
People Instead of Employees 216
Individuals Instead of Abstractions 216
What Is Often Forgotten 224
6. Synopsis: What About all the Other Tasks? 229
PART IV
TOOLS FOR EFFECTIVE MANAGEMENT239
Instruments, Devices, Tools 241
1. Meetings 244
Reduce the Number of Meetings-Preferably to Zero 244
Crucial for Success: Preparation and Follow-Up 246
Chairing Meetings Is Hard Work 249
Types of Meetings 249
Meetings Are Not Social Events 252
Types of Items on the Agenda 253
No Item Without Action 255
Striving for Consensus 255
Are Meeting Minutes Necessary? 256
Meetings Without an Agenda257
The Key: Implementation and Continuous Follow-Up 259
2. Reports 260
The Small Step to Effectiveness 261
Clear Language, Logic, and Precision 262
Bad Habits and Impositions 264
3. Job Design and Assignment Control 267
Six Mistakes in Job Design 268
Assignment Control 272
4. Personal Working Methods 282
The Joy of Functioning 283
Working Methods Are Personal and Individual 286
Working Methods Depend on Basic Conditions and Circumstances 287
Regular Review and Adjustment 289
Basic Applications of Working Methods 291
Managing the Unknown 300
Managing Line Managers and Colleagues 304
5. Budgets and Budgeting 307
One of the Best Tools for Effective Management 308
From Data to Information 309
Special Tips 312
Clean Documentation318
6. Performance Evaluations 319
No Standard Criteria 320
No Standard Pro?les 321
The Better Method: A Blank Sheet 322
The Best Method: Real-Time Evaluation 324
Where Is Cautious Standardization Appropriate? 324
How Do the Best Do It? 325
What About Those Who Refuse to Be Assessed? 327
7. Systematic "Waste Disposal"-Renewing the System 329
Largely Unknown but Essential for Transformation 329
From the Concept to the Method 329
The Key to Strategic Effects 332
A Quick Guide to Personal Effectiveness 333
What if Something Cannot Be Eliminated? 334
One Last Tip 335
8. Synopsis: An Acid Test for Professionalism 336
PART V
MANAGEMENT SYSTEM: A THINKING AND ACTING SYSTEM339
1. Synopsis: An Acid Test for Professionalism 341
Right Practice Versus Best Practice 343
Systemics, Content, and Form of the Management Systems 343
The Operating System for Organizations - the End of Babylonian Confusion 344
2. Standard Model of Effectiveness: The Management Wheel 345
Operational Tasks Are Completely Different from Management Tasks 346
Management-Always the Same, But Not Always of the Same Difficulty 347
Why the Management Wheel Doesn't Need New Spokes 349
3. How to Generate Self-Regulation and Self-Organization352
Applying the Standard Model to People Management 352
Applying the Standard Model to All Organizations of a Society 355

Outlook: Right and Good Management for a Functioning Society 358
Effectiveness and the Experience of Meaning 358
Responsibility and Ethics 359

EPILOG 362

Glossary 363
Endnotes 373
References 385
Index 390
TABLE OF CONTENT

PREFACE TO THE NEW 2014 EDITION 10

Right Thinking-Right Management14

The Key to Success 14

The Great Transformation 21 18

How Effective Management Systems Are Built 24

What Right Management Can Accomplish 26

PART I

PROFESSIONALISM29

1. The Ideal Manager-a Wrong Question 31

The Universal Genius-A Stumbling Block 31

The Effective Person 33

No Accordance in Personalities 34

What Counts Is What You Do, Not What You Are Like 35

Misleading Surveys 36

2. False Theories, Errors, and Misconceptions 39

The Pursuit-of-Happiness Approach 39

Leadership and the Great Man Theory 41

Errors and Misconceptions 44

3. Management as a Profession 49

Constitutional Thinking 49

Professionalism Can Be Learnt 51

The Most Important Profession in a Modern Society 53

The Most Important Mass Profession 56

Elements of Effective Management 59

Sound Training Is Possible for Everyone 62

PART II

PRINCIPLES OF EFFECTIVE MANAGEMENT 65

Introduction 67

Simple but Not Easy 67

Useful in Difficult Situations 68

Not Inborn-Must Be Learnt 69

Ideals and Compromises 70

What Type as Role Model? 71

1. Focusing on Results 73

A Self-Evident Fact? 73

Misconceptions 75

What If People Cannot Accept This? 77

Pleasure or Result? 78

2. Contribution to the Whole 85

Position or Contribution? 86

Specialist or Generalist? 88

Wholistic Thinking 89

Contribution and Motivation 91

Contribution Instead of Title 92

The Consequence of Organization 93

3. Concentration on a Few Things 96

The Key to Results 96

Rejection Without Reason 98

Application Examples101

4. Utilizing Strengths 107

Fixation on Weaknesses 108

Matching Tasks with Strengths 109

Should Weaknesses Be Ignored? 111

No Personality Reform 113

Why Focus on Weaknesses? 114

Learning from the Greats 115

How Can We Recognize Strengths? 117

Types of Weaknesses 119

Two Sources of Peak Performance 121

5. Trust 123

Creating a Robust Management Situation 124

How Can We Build Trust? 125

6. Positive Thinking 138

Opportunities Instead of Problems 138

From Motivation to Self-Motivation 139

Positive Thinking-Inborn or Acquired? 140

Freeing Oneself of Dependencies 144

Doing One's Best 146

7. Synopsis: Quality of Management148

PART III

TASKS OF EFFECTIVE MANAGEMENT 151

Preliminary Remarks 153

1. Providing Objectives 156

No Systems Bureaucracy 157

Personal Annual Objectives 157

The General Direction 158

Basic Rules for Management by Objectives 159

2. Organizing 171

Beware of "Organizitis" 171

There Is No Such Thing as a "Good Organization" 172

The Three Basic Issues of Organizing 174

Symptoms of Bad Organization 175

3. Making Decisions 180

Wrong Opinions and Illusions 180

The Decision-Making Process 188

4. Supervising 202

Supervision Is Indispensable202

Trust as the Foundation 203

How Should We Supervise? 204

Measuring and Judging 211

5. Developing and Promoting People 215

People Instead of Employees 216

Individuals Instead of Abstractions 216

What Is Often Forgotten 224

6. Synopsis: What About all the Other Tasks? 229

PART IV

TOOLS FOR EFFECTIVE MANAGEMENT239

Instruments, Devices, Tools 241

1. Meetings 244

Reduce the Number of Meetings-Preferably to Zero 244

Crucial for Success: Preparation and Follow-Up 246

Chairing Meetings Is Hard Work 249

Types of Meetings 249

Meetings Are Not Social Events 252

Types of Items on the Agenda 253

No Item Without Action 255

Striving for Consensus 255

Are Meeting Minutes Necessary? 256

Meetings Without an Agenda257

The Key: Implementation and Continuous Follow-Up 259

2. Reports 260

The Small Step to Effectiveness 261

Clear Language, Logic, and Precision 262

Bad Habits and Impositions 264

3. Job Design and Assignment Control 267

Six Mistakes in Job Design 268