Organisationale Wertschöpfung wird zunehmend komplexer. Das St. Galler Management-Modell präsentiert dafür zwei Perspektiven: Die Aufgabenperspektive erörtert die Gestaltungsfelder einer integrativen Management-Praxis im Zusammenspiel von Umwelt, Organisation und Management. Die Praxisperspektive beleuchtet die Voraussetzungen einer wirksamen und verantwortungsbewussten Management-Praxis.
Organisationale Wertschöpfung wird zunehmend komplexer. Das St. Galler Management-Modell präsentiert dafür zwei Perspektiven: Die Aufgabenperspektive erörtert die Gestaltungsfelder einer integrativen Management-Praxis im Zusammenspiel von Umwelt, Organisation und Management. Die Praxisperspektive beleuchtet die Voraussetzungen einer wirksamen und verantwortungsbewussten Management-Praxis.
Preface 5Acknowledgments 6How best to approach this book 9INTRODUCTION 191 Why is a detailed examination of management more important than ever? 202 Organizational Value Creation: The Key Reference Point of Management 222.1 Value Creation as Outcome and Process 222.2 Value Creation as Organizational Achievement 232.3 Primary and Supplementary Value Creation 242.4 Value Creation in Environment-Organization Interaction 252.5 Types of Organizations 262.6 Organizational Value Creation as Management Focus 283 The St. Gallen Management Model (SGMM) 283.1 What are Models for? 283.2 What does the SGMM achieve? 293.3 Overview of the SGMM303.4 The Development of the SGMM 333.5 Environment, Organization, and Management: A Systems-Oriented View 34THE TASK PERSPECTIVE 39Overview 401 Environmental Spheres 441.1 Economy 451.2 Technology 461.3 Nature 471.4 Society 481.5 Relationships between Dynamic Environmental Spheres 492 Stakeholders 502.1 Individuals, Communities, and Organizations 502.2 Stakeholder Concepts 512.3 Interrelations between Different Stakeholder Concepts 523 Interaction Issues 543.1 Concerns and Interests 543.2 Norms and Values 553.3 Resources 563.4 The Importance of Interaction Issues for Normative and Strategic Orientation 564 Processes 584.1 The Growing Importance of Process-Oriented Design Work 584.2 Process-Oriented Design Concepts 604.3 Process Categories 624.4 Process Development 685 Structuring Forces 705.1 Governance 715.2 Strategy 725.3 Structure 805.4 Culture 866 Development Modes 926.1 Optimization and Renewal 936.2 Effectiveness and Efficiency as Development Focus 956.3 Organizational Change: Content and Relationship Dimensions 966.4 Impact Intensity of Organizational Change 97Task Perspective: Core Statements 100TRANSITION TO THE PRACTICE PERSPECTIVE 1031 Organization and Management: A Complexity-Appropriate Approach 1042 Increasing Complexity and Experiencing Contingency 1052.1 Hallmarks of Management Work: Volatility, Uncertainty, Complexity, Ambiguity 1052.2 The Enlightenment: Driver of Innovation and Change 1072.3 The Multi-Option Society: A Challenge for Management Practice 1122.4 Consequences of Increasing Complexity for Value Creation 1143 Practice Perspective: Scientific Foundations 1163.1 Practice Theory 1173.2 Autopoietic Social Systems Theory 1203.3 Common Features of Practice Theory and Autopoietic Social Systems Theory 127THE PRACTICE PERSPECTIVE 131Overview 1321 Value Creation 1381.1 Differentiation 1391.2 Resource Configuration 1461.3 Value Creation Processes 1481.4 Decision-Making Practice 1541.5 Relationship Culture 1672 Orientation Framework 1702.1 Operational Orientation 1742.2 Strategic Orientation 1752.3 Normative Orientation 1793 Environment 1843.1 Environmental Spheres 1863.2 Stakeholders 1883.3 Conditions for Existence 1914 Management Practice 1984.1 The SGMM's Understanding of Management 1994.2 Manager Communities 2084.3 Design Platforms 2104.4 Design Practices 2144.5 Language of Reflection 2234.6 Key Manifestations of Management Practice 226Practice Perspective: Core Statements 228
Preface 5Acknowledgments 6How best to approach this book 9INTRODUCTION 191 Why is a detailed examination of management more important than ever? 202 Organizational Value Creation: The Key Reference Point of Management 222.1 Value Creation as Outcome and Process 222.2 Value Creation as Organizational Achievement 232.3 Primary and Supplementary Value Creation 242.4 Value Creation in Environment-Organization Interaction 252.5 Types of Organizations 262.6 Organizational Value Creation as Management Focus 283 The St. Gallen Management Model (SGMM) 283.1 What are Models for? 283.2 What does the SGMM achieve? 293.3 Overview of the SGMM303.4 The Development of the SGMM 333.5 Environment, Organization, and Management: A Systems-Oriented View 34THE TASK PERSPECTIVE 39Overview 401 Environmental Spheres 441.1 Economy 451.2 Technology 461.3 Nature 471.4 Society 481.5 Relationships between Dynamic Environmental Spheres 492 Stakeholders 502.1 Individuals, Communities, and Organizations 502.2 Stakeholder Concepts 512.3 Interrelations between Different Stakeholder Concepts 523 Interaction Issues 543.1 Concerns and Interests 543.2 Norms and Values 553.3 Resources 563.4 The Importance of Interaction Issues for Normative and Strategic Orientation 564 Processes 584.1 The Growing Importance of Process-Oriented Design Work 584.2 Process-Oriented Design Concepts 604.3 Process Categories 624.4 Process Development 685 Structuring Forces 705.1 Governance 715.2 Strategy 725.3 Structure 805.4 Culture 866 Development Modes 926.1 Optimization and Renewal 936.2 Effectiveness and Efficiency as Development Focus 956.3 Organizational Change: Content and Relationship Dimensions 966.4 Impact Intensity of Organizational Change 97Task Perspective: Core Statements 100TRANSITION TO THE PRACTICE PERSPECTIVE 1031 Organization and Management: A Complexity-Appropriate Approach 1042 Increasing Complexity and Experiencing Contingency 1052.1 Hallmarks of Management Work: Volatility, Uncertainty, Complexity, Ambiguity 1052.2 The Enlightenment: Driver of Innovation and Change 1072.3 The Multi-Option Society: A Challenge for Management Practice 1122.4 Consequences of Increasing Complexity for Value Creation 1143 Practice Perspective: Scientific Foundations 1163.1 Practice Theory 1173.2 Autopoietic Social Systems Theory 1203.3 Common Features of Practice Theory and Autopoietic Social Systems Theory 127THE PRACTICE PERSPECTIVE 131Overview 1321 Value Creation 1381.1 Differentiation 1391.2 Resource Configuration 1461.3 Value Creation Processes 1481.4 Decision-Making Practice 1541.5 Relationship Culture 1672 Orientation Framework 1702.1 Operational Orientation 1742.2 Strategic Orientation 1752.3 Normative Orientation 1793 Environment 1843.1 Environmental Spheres 1863.2 Stakeholders 1883.3 Conditions for Existence 1914 Management Practice 1984.1 The SGMM's Understanding of Management 1994.2 Manager Communities 2084.3 Design Platforms 2104.4 Design Practices 2144.5 Language of Reflection 2234.6 Key Manifestations of Management Practice 226Practice Perspective: Core Statements 228
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