Contents | 8 |
What This Is All About | 14 |
Concept and Logic of the Series Management: Mastering Complexity | 17 |
What Readers Need to Understand in Order to Understand this Book | 23 |
Part I: From Organization to Self-Organization | 32 |
Chapter 1: Manifesto for Corporate REvolution | 34 |
The REvolutionary Transformation | 34 |
Categorical Change – Change of Categories | 35 |
Will the Company Survive? | 36 |
From Money to Knowledge: Will There Still Be Shareholder Meetings? | 36 |
From Knowledge to Insight: Mundus Novus | 37 |
Right Corporate Policy is Systems Policy | 38 |
Management in the Age of Complexity | 39 |
Systemic Corporate Policy | 40 |
Systems Logic and Subject-Related Issues | 41 |
Effective Master Controls | 42 |
Issue Policy vs. Systems Policy | 43 |
Corporate Policy, Systems Policy, Governance | 44 |
Remaining Blind for System-Immanent Natural Forces | 45 |
Chapter 2: Work Plan for Cybernetic Corporate Policy | 48 |
Roadmap to a Cybernetic Corporate Policy | 48 |
Orientation in the General Management Context | 53 |
Chapter 3: Hypotheses | 55 |
Chapter 4: Terminology | 57 |
Part II: New Times – New Management | 62 |
Chapter 1: Constants through Change: Invariance, Self-Organization, Evolution | 64 |
Safe Landmarks at the Top Level | 64 |
Master Control, Cybernetics, and Governance | 72 |
Two Kinds of Systems – Two Kinds of Management | 79 |
Chapter 2: Prototypes of System and Self-Organization | 90 |
System Prototype: Water | 90 |
Self-Organization Prototype: Traffic Circle | 92 |
Chapter 3: Master Control through Corporate Policy | 94 |
What Corporate Policy Is | 95 |
The Core of Functioning | 96 |
Misconceived Pragmatism | 97 |
Examples of Complexity-Compatible Corporate Policy | 99 |
True Leadership and “Great Man Fantasies” | 101 |
Corporate Policy and Solid System Work | 102 |
Noncommittal, Overregulation, Openness, Universal Validity | 106 |
Ethics and Morality | 109 |
What Should Be Regulated? | 111 |
Chapter 4: Navigating in Complexity – Models for Overview, Insight, and Perspective | 112 |
Brain-Like Models | 112 |
World - System - Model - Concept | 114 |
The Model as a Thinking Tool | 116 |
Realization and Understanding by Means of Regulation Models | 117 |
Knowing What the Talk Is About: The Babylon Syndrome | 120 |
Like a Brain: Operations Room – Management GPS | 121 |
Three Purpose-Oriented Models | 123 |
Basic Model for Corporate Policy | 124 |
Farewell to Hierarchy: Embedding Replaces Ranking | 126 |
Recursive Logic for Cybernetic Systems | 130 |
Specialists, Generalists, Specialists for General Subjects | 132 |
Three Subconcepts for Master Control | 133 |
The Best Media for Master Control | 135 |
Part III: Instructions for Self-Organization | 138 |
Chapter 1: What the Organization Should Do: The Business Concept | 140 |
The Purpose of the Organization | 141 |
The Business Mission | 160 |
Performance of the Institution: The Cockpit | 168 |
REvolutionizing Corporate Control through CPC towards Brain-Like Processes | 178 |
The Cybernetic Power of Purpose and Mission | 186 |
Chapter 2: Where the Organization Has to Function: the Environment Concept | 189 |
What Needs to be Considered? A Common Topographical Map | 190 |
The Master Control Model for the Environment | 195 |
Master Controls for the Environment Model | 202 |
Categorical Change | 218 |
Chapter 3: How and With What the Organization Should Function: The Management Concept | 222 |
The Same Management Everywhere and for All | 223 |
Tapping the Performance Potential | 224 |
Inducing Self-Organization | 225 |
Management Models for Master Control | 226 |
The General Management Model | 227 |
The Standard Model of Effectiveness – or “Management Wheel” | 229 |
The Integrated Management System (IMS) | 233 |
Navigation instead of Documentation | 238 |
An Overview of the Master Control “Management Concept” | 239 |
Implementing Corporate Policy: Order is Law times Application | 240 |
Management Training and Development: Return on Management Education | 242 |
Management Education is Critical for Success | 243 |
Charts of the Malik Management System (MMS) | 245 |
Part IV: Sovereignty and Leadership through Master Control | 252 |
Chapter 1: Order, Time, Peace | 254 |
Their Working Conditions: Proliferating Complexity | 255 |
Their Task: Total System Master Control | 256 |
Their Challenge: Change Leaders | 256 |
Their Choice: Making Use of Complexity | 258 |
Their Conflict: Categorical Change | 258 |
Chapter 2: Top-Management Frame of Reference for Change Leaders | 260 |
In the Cross-Hairs of Total System Control | 260 |
The Future is Created Now – Or It Has Been Missed | 262 |
Chapter 3: Mastering the Master Controls – Source of Leadership | 268 |
Master Control through Corporate Policy | 268 |
Master Control through Corporate Modes | 270 |
Master Control through Corporate Issues | 273 |
Chapter 4: A Look Forward – Current Top Management Issues | 275 |
Informing and “Educating” Shareholders and Representatives of the Financial Sector | 275 |
What is Profit? What is Wealth? | 276 |
Entrepreneurship and Top Management | 277 |
The Importance of Knowledge | 277 |
Thinking through the Strengths | 278 |
Developing Top Performers | 278 |
What is a Functioning Society? | 279 |
What Is the Meaning of Responsibility? | 279 |
Top Managers’ Compensation | 280 |
Chapter 5: The Crisis of Top Executive Bodies and Their REvolution | 281 |
Lack of Theory for Top Management Structures | 281 |
Will Formation Works Differently Today | 282 |
Breeding Ground for Conspiracy Theories | 283 |
Why Traditional Corporate Governance Is Not Enough | 284 |
Chapter 6: REvolution: From Chief Executive Officer to Master Control Function | 286 |
Supercontrol instead of Superperson | 286 |
Total System Master Control Function | 287 |
Functioning instead of Personifying | 292 |
Chapter 7: Top Management Teams | 296 |
Three Prerequisites | 296 |
Six Rules | 298 |
Chapter 8: Master Controls for Leadership | 301 |
What Distinguishes Leaders | 302 |
Leadership Arises – From a Situation | 303 |
Master Controls for True Leadership | 303 |
Charisma? | 309 |
Chapter 9: Heuristics for Winners: The Logic of Succeeding | 311 |
Principles for Assessing the Situation | 313 |
Principles for the Ability to Direct and Relate | 316 |
Principle of Proximity to Information | 321 |
Principles for the Power of Conviction | 323 |
Epilog | 325 |
Appendix | 328 |
The Malik Management System And Its Users | 330 |
Designations and Identities | 331 |
History of Development | 331 |
Applications and Effects | 332 |
Autonomy for Management and Managers | 333 |
Modularity and Interfaces | 334 |
A Management System for Self-Thinkers | 335 |
Potential for Success Increasing With Qualification | 335 |
Self-Motivation for Self-Developers | 336 |
Care versus Kudos | 337 |
Authors and Acknowledgments | 338 |
About the Author | 339 |
Literature | 341 |
Index | 347 |