Fredmund Malik

Strategy for Managing Complex Systems (eBook, PDF)

A Contribution to Management Cybernetics for Evolutionary Systems
Übersetzer: Scherer, Jutta

• Format: PDF

Produktbeschreibung

Das Management der Zukunft Wie der Management-Vordenker Fredmund Malik darlegt, wird systemischevolutionäres Denken in Zukunft immer wichtiger - genauso wie die Anwendung der Kybernetik auf das Management. Denn Organisationen sind komplexe Systeme mit ihren eigenen Gesetzmäßigkeiten und Verhaltensweisen. Sie benötigen ein Management, das ihrer Komplexität entspricht. Malik liefert in diesem englischsprachigen Buch die Theorie des neuen Managements der Komplexität, aber auch Strategien und Methoden, die für Manager und Führungskräfte unverzichtbar sind.

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Produktdetails

• Verlag: Campus Verlag GmbH
• Seitenzahl: 564
• Erscheinungstermin: 12. Mai 2016
• Englisch
• ISBN-13: 9783593433493
• Artikelnr.: 44516728

Autorenporträt

Fredmund Malik ist ein vielfach ausgezeichneter Autor von Bestsellern, darunter der Klassiker "Führen Leisten Leben", der zu den 100 besten Managementbüchern aller Zeiten gehört. Zu seinen Auszeichnungen zählen das Ehrenkreuz der Republik Österreich für Wissenschaft und Kunst (2009), der Heinz-von-Foerster-Preis für Organisationskybernetik der Deutschen Gesellschaft für Kybernetik (2010) und jüngst der Life Achievement Award der Weiterbildung (2018) für seine Verdienste in der Management-Lehre.

Inhaltsangabe

Table of Content

Preface to the 1st German Edition11
Preface to the 2nd German Edition15
Preface to the 3rd German Edition17
Preface to the 4th German Edition18
Preface to the 5th German Edition20
Preface to the 7th German Edition24
Preface to the 10th German Edition26
Preface to the 11th German Edition31

Introduction to the 5th Edition35
Is This the Final Breakthrough?35
Misdirected Development37
1. Lack of Specificity37
2. Difficulties Being Blown Out of Proportion40
3. Small or Large System?42
4. Mystification of the Systems Approach45
The Potential of the Systems Approach47

0. Introduction: Construction and Evolution53
0.1 Premises, Frames of Reference, and Illusory Worlds53
0.2 Systems-Oriented Management Theory56
0.3 Two Types of Management Theory69
0.4 Seven Dominant Thinking Patterns81
0.41 Management: Shaping and Steering Entire Institutions in Their Respective Environments (S), Not Just Managing People (C)82
0.42 Management: Leading Many People (S) Rather Than Just a Few (C)84
0.43 Management: A Task for Many People (S) Rather Than for Just a Few (C)86
0.44 Management: Indirect Influence on a Meta-Level (S) Rather Than Direct Influence on an Object Level (C)90
0.45 Management: Controllability (S) Rather Than Optimality (C) as a Key Criterion93
0.46 Management: Never Having Sufficient Knowledge (S) Rather Than Assuming Information to be Complete (C)96
0.47 Management: Aiming to Maximize Viability (S) Rather Than Profit (C)99
0.5 A Chance to Rethink102

1. The Cybernetic Organization Structures of Management Systems106
1.1 Introduction106
1.2 Management Cybernetics107
1.3 The Structure of Viable Systems110
1.31 The Viable Systems Model (VSM)111
1.32 Invariance of Structure122
1.33 Distribution of the Functions124
1.4 Principles of the Model's Structure and Application128
1.41 The Principle of Recursion128
1.42 The Principle of Autonomy: Centralization versus Decentralization132
1.43 The Principle of Viability140
1.44 Summary143
1.5 The Detailed Model for the Cybernetic Organization Structure of Management Systems143
1.51 System 1143
1.52 System 2156
1.53 System 3160
1.54 System 4170
1.55 System 5178
1.6 The Overall Model: Graphic Depiction at Several Levels of Recursion185

2. Strategic Management and the Problem of Complexity197
2.1 Strategic Management as a Means of Managing Complexity197
2.11 The Problem197
2.12 Strategies and Strategic Management205
2.2 Complexity211
2.21 Complexity and Variety211
2.22 The Cybernetic and Systems-Theoretical Standpoint216
2.23 The Law of Requisite Variety218
2.24 The Bremermann Limit224
2.25 The Limits to Human Knowledge and Their Consequences227
2.3 Controlling Complexity by Means of Order235
2.31 Spontaneous Orders235
2.32 The Manageability of Orders254
2.4 Managing Complexity by Solving Problems269
2.41 Introduction to the Evolutionary Approach to Problem Solving269
2.411 Misperceptions about Evolution Theory269
2.412 Two Kinds of Methods273
2.42 Basic Structure of the Evolutionary Problem-Solving Process284
2.421 Description of the Process284
2.422 Discussion of Counter-Arguments290
2.43 Special Aspects of the Evolutionary Problem-Solving Methodology303
2.431 Internalization of Process Logic304
2.432 Imposing a Structure309
2.433 Cognitive Functional Principles as Elements of Evolutionary Problem Solving312
2.44 Systematic Design of Discovery Processes325
2.45 Characteristics of Evolutionary Problem-Solving Processes335
2.451 Only a Limited Number of Options Considered336
2.452 Limited Number of Key Consequences Taken Into Account337
2.453 Decisions Based on Marginal and Incremental Differences338
2.454 Interactions between goals and behavioral options342
2.455 Restructuring Treatment of Data344
2.456 Sequential Analysis and Evaluation344
2.457 Remedial Orientation of Evolutionary Strategy347
2.458 Social Fragmentation350
2.46 Summary353

3. Strategies for Managing Complexity355
3.1 The Reality of Managers' Strategic Behavior355
3.2 Strategic Alternatives359
3.3 System and Meta-System; Communication and Meta-Communication365
3.4 Cybernetic Systems Methodology: Systemic and Meta-Systemic Strategies373
3.41 Basic Idea of the Control-Oriented Systems Methodology373
3.42 Evolutionary Overlay of Constructivist Problem-Solving Processes378
3.43 Taking Account of System Characteristics and Systemic Regulation Mechanisms386
3.431 The Feedback Principle393
3.432 Simple Regulation Systems395
3.433 Higher Forms of Control Systems397
3.44 Meta-Systemic Control: Strategies and Principles408
3.441 Case #1: Strong Influence409
3.442 Case #2: Limited Influence419
3.5 Strategies and Heuristic Principles431
3.51 Strategic Principles and Heuristics431
3.52 Strategic Behaviors448
3.6 Applying the Viable System in Systems Methodology457
3.7 Synthesis477

4. Epilog: When the End is a Beginning482
4.1 Experiences with Complex Corporate Development Processes482
4.2 Interpretations of the Viable Systems Model487
4.21 Basic Thoughts on Establishing Structures in Organizations489
4.211 Viability of the Whole489
4.212 The Whole and Its Parts490
4.213 Structure and Organization490
4.22 The Basic Components of a Viable System: System 1491
4.23 Several Parts-Chances for a Greater Whole: System 2497
4.231 Plurality of Parts497
4.232 Oscillationes and Coordination497
4.24 Operational Corporate Management: Optimization, Synergies and Resource Allocation: System 3499
4.25 Strategic Development: System 4504
4.26 Normative Management: System 5505
4.27 Top-Structure of Interfaces508
4.3 The Practice: A Case Example509
4.31 Historiography Versus Keeping a Diary509
4.32 Phase 1: Gaining a First Impression511
4.33 Phase 2: "Feeling" Complexity513
4.34 Phase 3: Making the System Talk514
4.35 Phase 4: What the System Told Me520
4.36 Phase 5: Learning to Become What You Can Be526
4.37 Phase 6: The Journey is the Reward529
4.38 Phase 7: Yes, Why Don't You Set Up a Plan ...530
4.39 Phase 8: A System Is a System Is a System535
4.4 Enlightenment or Clarification?538

References540

Index549
Table of Content

Preface to the 1st German Edition11

Preface to the 2nd German Edition15

Preface to the 3rd German Edition17

Preface to the 4th German Edition18

Preface to the 5th German Edition20

Preface to the 7th German Edition24

Preface to the 10th German Edition26

Preface to the 11th German Edition31

Introduction to the 5th Edition35

Is This the Final Breakthrough?35

Misdirected Development37

1. Lack of Specificity37

2. Difficulties Being Blown Out of Proportion40

3. Small or Large System?42

4. Mystification of the Systems Approach45

The Potential of the Systems Approach47

0. Introduction: Construction and Evolution53

0.1 Premises, Frames of Reference, and Illusory Worlds53

0.2 Systems-Oriented Management Theory56

0.3 Two Types of Management Theory69

0.4 Seven Dominant Thinking Patterns81

0.41 Management: Shaping and Steering Entire Institutions in Their Respective Environments (S), Not Just Managing People (C)82

0.42 Management: Leading Many People (S) Rather Than Just a Few (C)84

0.43 Management: A Task for Many People (S) Rather Than for Just a Few (C)86

0.44 Management: Indirect Influence on a Meta-Level (S) Rather Than Direct Influence on an Object Level (C)90

0.45 Management: Controllability (S) Rather Than Optimality (C) as a Key Criterion93

0.46 Management: Never Having Sufficient Knowledge (S) Rather Than Assuming Information to be Complete (C)96

0.47 Management: Aiming to Maximize Viability (S) Rather Than Profit (C)99

0.5 A Chance to Rethink102

1. The Cybernetic Organization Structures of Management Systems106

1.1 Introduction106

1.2 Management Cybernetics107

1.3 The Structure of Viable Systems110

1.31 The Viable Systems Model (VSM)111

1.32 Invariance of Structure122

1.33 Distribution of the Functions124

1.4 Principles of the Model's Structure and Application128

1.41 The Principle of Recursion128

1.42 The Principle of Autonomy: Centralization versus Decentralization132

1.43 The Principle of Viability140

1.44 Summary143

1.5 The Detailed Model for the Cybernetic Organization Structure of Management Systems143

1.51 System 1143

1.52 System 2156

1.53 System 3160

1.54 System 4170

1.55 System 5178

1.6 The Overall Model: Graphic Depiction at Several Levels of Recursion185

2. Strategic Management and the Problem of Complexity197

2.1 Strategic Management as a Means of Managing Complexity197

2.11 The Problem197

2.12 Strategies and Strategic Management205

2.2 Complexity211

2.21 Complexity and Variety211

2.22 The Cybernetic and Systems-Theoretical Standpoint216

2.23 The Law of Requisite Variety218

2.24 The Bremermann Limit224

2.25 The Limits to Human Knowledge and Their Consequences227

2.3 Controlling Complexity by Means of Order235

2.31 Spontaneous Orders235

2.32 The Manageability of Orders254

2.4 Managing Complexity by Solving Problems269

2.41 Introduction to the Evolutionary Approach to Problem Solving269

2.411 Misperceptions about Evolution Theory269

2.412 Two Kinds of Methods273

2.42 Basic Structure of the Evolutionary Problem-Solving Process284

2.421 Description of the Process284

2.422 Discussion of Counter-Arguments290

2.43 Special Aspects of the Evolutionary Problem-Solving Methodology303

2.431 Internalization of Process Logic304

2.432 Imposing a Structure309

2.433 Cognitive Functional Principles as Elements of Evolutionary Problem Solving312

2.44 Systematic Design of Discovery Processes325

2.45 Characteristics of Evolutionary Problem-Solving Processes335

2.451 Only a Limited Number of Options Considered336

2.452 Limited Number of Key Consequences Taken Into Account337

2.453 Decisions Based on Marginal and Incremental Differences338

2.454 Interactions between goals and behavioral options342

2.455 Restructuring Treatment of Data344

2.456 Sequential Analysis and Evaluation344

2.4