Following the tradition of the St. Gallen management models, this textbook explores management as a function and as an activity. It covers the key concepts of management, decision theory, strategy, leadership, organization and governance. It focuses on the central fields of tension in management and includes various illustrative models.
Following the tradition of the St. Gallen management models, this textbook explores management as a function and as an activity. It covers the key concepts of management, decision theory, strategy, leadership, organization and governance. It focuses on the central fields of tension in management and includes various illustrative models.
Prof. Dr. Thomas Bieger ist Ordentlicher Universitätsprofessor für Betriebswirtschaftslehre mit besonderer Berücksichtigung der Tourismuswirtschaft an der Universität St. Gallen.
Inhaltsangabe
Preface 51 Integrative Management and Management Models 131.1 Case Study: On 131.2 The St. Gallen Management Model as the Basis of an Integrative Approach to Management 171.3 Development of the St. Gallen Management Models 221.3.1 First-Generation SGMM 231.3.2 Second-Generation SGMM 241.3.3 Third-Generation SGMM 251.3.4 Fourth-Generation SGMM 271.4 Integrative Management 281.4.1 Origins of Integrative Approaches to Management 281.4.2 Management as a Profession 301.4.3 Dealing with Complexity 321.4.4 The St. Gallen Approach 331.5 Thinking in Systems and Processes 351.5.1 System View of Organizations 361.5.2 Process View of Organizations 411.6 Types of Companies and Organizations 452 Decisions and Communication 502.1 Case Study: N26 502.2 Business Studies as Decision Theory 532.2.1 Necessity of Decisions and Communication 532.2.2 Challenge of Decision-Making in Organizations 542.3 Fundamentals of Decision Theory 572.3.1 Simple Decisions 592.3.2 Complicated Decisions 592.3.3 Complex Decisions 602.4 Methods of Decision Theory 612.4.1 Simple Decisions 612.4.2 Complicated Decisions 622.4.3 Complex Decisions 642.5 Prerequisites for Effective Organizational Decisions 662.6 Communication 682.6.1 Organizing Communication 692.6.2 How Communication Works 713 Strategy and Development Modes 743.1 Case Study: Hiag 743.2 Strategy in the St. Gallen Management Model 773.3 Definitions of Strategy 783.4 Strategy Content 833.4.1 Competitive Advantages 843.4.2 Competitive Strategies 873.5 Strategy Process 893.6 Strategy Tools 933.6.1 Analysis 943.6.2 Formulation 973.6.3 Selection 993.6.4 Implementation 1013.6.5 Evaluation 1013.7 Development Modes 1033.7.1 Optimization and Renewal 1033.7.2 Crises as Triggers of Organizational Change 1064 Structure and Culture 1094.1 Case Study: Jungfraubahnen 1094.2 Structure in the St. Gallen Management Model 1124.3 Basic Types of Organizational Structure 1134.3.1 Line-Staff Organization 1144.3.2 Matrix Organization 1154.3.3 Network Organization 1164.3.4 Process Organization 1174.4 Determinants of Organizational Structure 1174.4.1 Economic Effects 1184.4.2 Legal Factors 1204.4.3 Developments in the Environment 1214.4.4 Growth and Internal Specialization 1224.5 Implementation of Organization 1244.6 Culture 1274.6.1 Interpretation 1274.6.2 Typologies 1305 Leadership and Governance 1325.1 Case Study: Viu 1325.2 Human Nature and Motivation 1355.2.1 Content Theories 1355.2.2 Process Theories 1375.2.3 Concepts of the Human Being 1385.3 Leadership in the St. Gallen Management Model 1395.4 Leadership 1405.4.1 Leadership Styles 1415.4.2 Leadership Principles 1435.5 Human Resources Management 1455.5.1 Determining Personnel Requirements 1465.5.2 Recruitment 1465.5.3 Staff Motivation and Remuneration 1485.5.4 Human Resources Development 1505.5.5 Releasing Staff 1515.6 Governance 1525.6.1 Governance and Executive Management 1525.6.2 Origin of the Corporate Governance Debate 1555.6.3 Risk Management 1566 Environment and Interaction Issues 1606.1 Case Study: Zurich Airport 1606.2 Organizations in their Environment 1646.2.1 Neoclassical Theory 1686.2.2 Transaction Cost Theory 1696.2.3 Resource-Based Theory 1706.2.4 Behavioral Theory 1706.2.5 Customer Value-Based Theory 1716.3 Organizations, Environment, and Interaction Issues 1726.3.1 Environmental Spheres 1746.3.2 Stakeholders 1756.4 Coming Full Circle: Back to Integrative Management 177Figures 180Literature 183Alphabetical Index 194
Preface 51 Integrative Management and Management Models 131.1 Case Study: On 131.2 The St. Gallen Management Model as the Basis of an Integrative Approach to Management 171.3 Development of the St. Gallen Management Models 221.3.1 First-Generation SGMM 231.3.2 Second-Generation SGMM 241.3.3 Third-Generation SGMM 251.3.4 Fourth-Generation SGMM 271.4 Integrative Management 281.4.1 Origins of Integrative Approaches to Management 281.4.2 Management as a Profession 301.4.3 Dealing with Complexity 321.4.4 The St. Gallen Approach 331.5 Thinking in Systems and Processes 351.5.1 System View of Organizations 361.5.2 Process View of Organizations 411.6 Types of Companies and Organizations 452 Decisions and Communication 502.1 Case Study: N26 502.2 Business Studies as Decision Theory 532.2.1 Necessity of Decisions and Communication 532.2.2 Challenge of Decision-Making in Organizations 542.3 Fundamentals of Decision Theory 572.3.1 Simple Decisions 592.3.2 Complicated Decisions 592.3.3 Complex Decisions 602.4 Methods of Decision Theory 612.4.1 Simple Decisions 612.4.2 Complicated Decisions 622.4.3 Complex Decisions 642.5 Prerequisites for Effective Organizational Decisions 662.6 Communication 682.6.1 Organizing Communication 692.6.2 How Communication Works 713 Strategy and Development Modes 743.1 Case Study: Hiag 743.2 Strategy in the St. Gallen Management Model 773.3 Definitions of Strategy 783.4 Strategy Content 833.4.1 Competitive Advantages 843.4.2 Competitive Strategies 873.5 Strategy Process 893.6 Strategy Tools 933.6.1 Analysis 943.6.2 Formulation 973.6.3 Selection 993.6.4 Implementation 1013.6.5 Evaluation 1013.7 Development Modes 1033.7.1 Optimization and Renewal 1033.7.2 Crises as Triggers of Organizational Change 1064 Structure and Culture 1094.1 Case Study: Jungfraubahnen 1094.2 Structure in the St. Gallen Management Model 1124.3 Basic Types of Organizational Structure 1134.3.1 Line-Staff Organization 1144.3.2 Matrix Organization 1154.3.3 Network Organization 1164.3.4 Process Organization 1174.4 Determinants of Organizational Structure 1174.4.1 Economic Effects 1184.4.2 Legal Factors 1204.4.3 Developments in the Environment 1214.4.4 Growth and Internal Specialization 1224.5 Implementation of Organization 1244.6 Culture 1274.6.1 Interpretation 1274.6.2 Typologies 1305 Leadership and Governance 1325.1 Case Study: Viu 1325.2 Human Nature and Motivation 1355.2.1 Content Theories 1355.2.2 Process Theories 1375.2.3 Concepts of the Human Being 1385.3 Leadership in the St. Gallen Management Model 1395.4 Leadership 1405.4.1 Leadership Styles 1415.4.2 Leadership Principles 1435.5 Human Resources Management 1455.5.1 Determining Personnel Requirements 1465.5.2 Recruitment 1465.5.3 Staff Motivation and Remuneration 1485.5.4 Human Resources Development 1505.5.5 Releasing Staff 1515.6 Governance 1525.6.1 Governance and Executive Management 1525.6.2 Origin of the Corporate Governance Debate 1555.6.3 Risk Management 1566 Environment and Interaction Issues 1606.1 Case Study: Zurich Airport 1606.2 Organizations in their Environment 1646.2.1 Neoclassical Theory 1686.2.2 Transaction Cost Theory 1696.2.3 Resource-Based Theory 1706.2.4 Behavioral Theory 1706.2.5 Customer Value-Based Theory 1716.3 Organizations, Environment, and Interaction Issues 1726.3.1 Environmental Spheres 1746.3.2 Stakeholders 1756.4 Coming Full Circle: Back to Integrative Management 177Figures 180Literature 183Alphabetical Index 194
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