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Managing Performing Living

Effective Management for a New World

Fredmund Malik

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Beschreibung

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.

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.

Produktdetails

Format PDF i
Kopierschutz Ja i
Seitenzahl 405 (Printausgabe)
Erscheinungsdatum 09.07.2015
Sprache Deutsch
EAN 9783593429748
Verlag Campus Verlag GmbH
Dateigröße 18141 KB
Übersetzer Jutta Scherer

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  • Contents
    Preface to the English Edition 11
    Foreword and Introduction 15
    Part I
    Professionalism 21
    The Ideal Manager - the Wrong Question 23
    The Universal Genius 23
    The Effective Person 25
    No Common Ground 26
    Being or Doing27
    Interviews Are Useless 30
    Professionalism Can Be Learnt 31
    Erroneous Theories and Misconceptions 33
    Erroneous Theories 33
    Misconceptions and Errors 39
    Management as a Profession 46
    Constitutional Thought 46
    Management as a Profession 49
    The Most Important Profession in a Modern Society 51
    A Mass Profession 53
    A Profession without Training 55
    Elements of the Management Profession 58
    Part II
    The Principles of Effective Management 63
    Introduction65
    Focusing on Results72
    A Self-Evident Fact?73
    Misconceptions 74
    And what about Those Who Cannot Accept This?76
    Pleasure or Result?78
    Contribution to the Whole 84
    Position or Contribution?85
    Specialist or Generalist? 87
    Holistic Thinking88
    Contribution and Motivation 89
    Contribution instead of Title91
    The Consequence of Organization92
    Concentration on a Few Things 95
    The Key to Results95
    Rejection without Reason97
    Examples of Application100
    Utilizing Strengths 106
    Fixation on Weaknesses107
    Making Strengths and Tasks Compatible108
    Should Weakness Be Ignored?111
    No Personality Reform112
    Why Focus on Weaknesses? 114
    Learning from the Great115
    How Are Strengths Recognized? 117
    Types of Weaknesses119
    The Two Sources of Peak Performance121
    Trust123
    Robustness of the Management Situation124
    How is Trust Created?125
    Positive Thinking 138
    Opportunities instead of Problems 138
    From Motivation to Self-Motivation139
    Inborn, Learnt, or Forced? 141
    Freedom from Dependence144
    Doing Your Best146
    Summary: Management Quality 148
    Part III
    Tasks of Effective Management 151
    Preliminary Remarks 153
    Managing Objectives 156
    No Systems Bureaucracy157
    Personal Annual Objectives158
    The General Direction 158
    Basic Rules for Management by Objectives 158
    Organizing 171
    Warning against "Organizitis"171
    There Is no such Thing as "Good" Organization172
    The Three Basic Issues of Organizing173
    Symptoms of Bad Organization175
    Decisionmaking180
    Misconceptions and Mistakes180
    The Decision-Making Process188
    Participation in the Decision-Making Process199
    Supervising203
    There Must Be Supervision203
    Trust as the Foundation 205
    How Do We Supervise?206
    Measurement and Judgment 213
    Developing People217
    People instead of Employees218
    Individuals instead of Abstractions 218
    Additional Aspects226
    Synopsis: And what about all the other Tasks231
    Part IV
    Tools of Effective Management 241
    Preliminary Remarks 243
    Meetings 246
    Reduce the Number of Meetings246
    Crucial for Success: Preparation and Follow-Up Work247
    Chairing a Meeting Is Hard Work and Requires Discipline 249
    Types of Meetings249
    Meetings Should not Degenerate into Social Occasions 252
    Types of Items on the Agenda252
    No Item without Action254
    Striving for Consensus255
    Are Minutes Required?255
    Meetings without an Agenda256
    The Most Important Factor: Implementation and Ongoing Follow-Up257
    Reports259
    The Small Step to Effectiveness260
    Clarity of Language 263
    Bad Practices, Unreasonable Demands, and Foolishness 265
    Job Design and Assignment Control 268
    Six Mistakes in Job Design268
    Assignment Control272
    Personal Working Methods 283
    Boring perhaps, but Extremely Important283
    Fundamental Principles of Effective Working Methods 285
    Regular Review and Adaptation 287
    The Basic Areas290
    The Budget and Budgeting300
    One of the Best Instruments of Effective Management, if Properly Applied301
    From Data to Information 303
    Special Tips306
    Clear Documentation312
    Performance Appraisal313
    No Standard Criteria314
    No Standard Profile 316
    A Better Method 317
    Where Is Standardization, Allied to Caution, Appropriate?318
    How Do the Experts Do It? 319
    And what about Those Who Do not Want to Be Assessed? 321
    Systematic Waste Disposal 323
    Largely Unknown, but Important 323
    From the Concept to the Method 324
    Key to Wide-Ranging Consequences 326
    The Path to Personal Effectiveness 328
    What if We Cannot Eliminate...?329
    A Tip in Conclusion 329
    Summary: Touchstone of Professionalism 330
    Postscript: From an Art to a Profession 332
    Appendix: Synopsis 337
    Literature 340
    Index 343