Sie sind bereits eingeloggt. Klicken Sie auf 2. tolino select Abo, um fortzufahren.
Bitte loggen Sie sich zunächst in Ihr Kundenkonto ein oder registrieren Sie sich bei bücher.de, um das eBook-Abo tolino select nutzen zu können.
Whatever Fredmund Malik writes, carries weight. This book provides everything you need to know about effective management and day-to-day executive life - in terms that are concrete, practical and productive. The author answers the question of how executives can operate effectively and successfully and accomplish their organizational objectives. Now a classic among economics texts, this book contains the essential know-how for managers in both profit and not-for-profit sectors.
Whatever Fredmund Malik writes, carries weight. This book provides everything you need to know about effective management and day-to-day executive life - in terms that are concrete, practical and productive. The author answers the question of how executives can operate effectively and successfully and accomplish their organizational objectives. Now a classic among economics texts, this book contains the essential know-how for managers in both profit and not-for-profit sectors.
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.
Die Herstellerinformationen sind derzeit nicht verfügbar.
Autorenporträt
Prof. Fredmund Malik numbers among Europe's leading mangement thinkers. He is head of Management Zentrum St. Gallen, management training and consulting firm that maintains offices in St. Gallen, Zurich, London, Vienna, Toronto and Shanghai, and has roughly 220 employees.
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 ContTABLE 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
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 ContTABLE 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
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
