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Corporate Policy and Governance

How Organizations Self-Organize

AutorFredmund Malik
VerlagCampus Verlag
Erscheinungsjahr2011
Seitenanzahl355 Seiten
ISBN9783593411545
FormatPDF
KopierschutzWasserzeichen/DRM
GerätePC/MAC/eReader/Tablet
Preis36,99 EUR
Fredmund Malik has become the leading analyst of, and expert on Management in Europe (…). He is a commanding figure - in theory as well as in the practice of Management." Peter Drucker Man-made organizations such as businesses and other societal institutions can function autodynamically, in the same way as modern technology steers, regulates and controls itself. With this book, Fredmund Malik offers insight into his cybernetic toolkit, along with instructions for its use. General systems policy and master controls are the key functions of future corporate policy and corporate governance. Fredmund Malik shows how organizations have to be organized so they can subsequently organize themselves. With this book series he presents his cybernetic general management system for the age of complexity. "With this book, Malik lives up to his reputation as a mastermind.' Financial Times Deutschland

The Author Prof. Fredmund Malik numbers among Europe’s leading management thinkers. As a consultant and management instructor for the last 30 years he has advised, educated and shaped executives at all levels and in all industries. He himself has been a successful entrepreneur for decades as CEO and principal of Malik Managementzentrum St. Gallen, with roughly 200 employees in St. Gallen, Zurich,London, Vienna, Shanghai and Toronto.

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Leseprobe
Issue Policy vs. Systems Policy (S. 42-43)

While the subject level and the system-related management level are related to each other, they are entirely different in nature. In natural systems and in corporate management practice, they overlap or are often interlinked to an extent where it is difficult to tell them apart. In order to do so, one needs to develop an eye, even a sense for their interaction, and have access to the right models and methods to differentiate them and put them into a sensible order. Part of that is dealt with in this book.

At the two levels – the subject-matter and the systems level – we face different core problems in the management of business organizations. The key issue at the subject level is how to make profit. At the system level, the key issue is how to maintain a business system for an unlimited amount of time. Doing business and staying in business are two entirely different sets of skills and targets. At the system level we have the phenomena of shaping, directing, and regulating complexity. Regulating, direction, sorting out, and shaping are different forms of the same thing: of dealing with complexity. Hence, the subject level and the system-related directional level rest on two different knowledge bases.

The subject level is all about markets, products, technologies, personnel, and finances. It is about growth, revenues, costs, and profits. These are the familiar categories of managers’ business environment. The foundation of the subject level is the economic sciences, in particular business economics, as well as technical disciplines and natural sciences.

At the directional level, however, it is not the growth targets for each business line that are of primary concern. The central topic here is the principles for regulating growth as such, or the way in which the company grows. Typical questions are, for instance, whether growth is healthy or unhealthy, stable or unstable, and how much growth the company can take without getting out of control.

In other words, at the level of direction-setting and regulation, as opposed to the subject level, the central theme is functioning sustainably. It is all about the company’s basic ability to operate, about issues of stability and flexibility, of conservation and renewal, of adaptation, evolution, and the ability to develop further. The foundation for the directional level is cybernetics, the science of regulating and functioning (as has been mentioned before). Closely linked to it are its sister disciplines, system theory and bionics.

So the subject level is about operating the business, the directional level is about shaping a system for the operating of businesses, and about the shaping of systems for entire business systems. For instance, the global success of McDonald’s is not owed to hamburgers but to the system that McDonald’s has chosen for the way it works. The company’s general managers are really system architects and system designers, which in the complexity- driven society will be the central tasks of top and general management, in particular of CEOs. Another case in point is Microsoft, whose success stems from the company’s general management rather than its product, while DaimlerChrysler was not able to master, at the top management level, the complexity of a major merger.
Blick ins Buch
Inhaltsverzeichnis
Contents8
What This Is All About14
Concept and Logic of the Series Management: Mastering Complexity17
What Readers Need to Understand in Order to Understand this Book23
Part I: From Organization to Self-Organization32
Chapter 1: Manifesto for Corporate REvolution34
The REvolutionary Transformation34
Categorical Change – Change of Categories35
Will the Company Survive?36
From Money to Knowledge: Will There Still Be Shareholder Meetings?36
From Knowledge to Insight: Mundus Novus37
Right Corporate Policy is Systems Policy38
Management in the Age of Complexity39
Systemic Corporate Policy40
Systems Logic and Subject-Related Issues41
Effective Master Controls42
Issue Policy vs. Systems Policy43
Corporate Policy, Systems Policy, Governance44
Remaining Blind for System-Immanent Natural Forces45
Chapter 2: Work Plan for Cybernetic Corporate Policy48
Roadmap to a Cybernetic Corporate Policy48
Orientation in the General Management Context53
Chapter 3: Hypotheses55
Chapter 4: Terminology57
Part II: New Times – New Management62
Chapter 1: Constants through Change: Invariance, Self-Organization, Evolution64
Safe Landmarks at the Top Level64
Master Control, Cybernetics, and Governance72
Two Kinds of Systems – Two Kinds of Management79
Chapter 2: Prototypes of System and Self-Organization90
System Prototype: Water90
Self-Organization Prototype: Traffic Circle92
Chapter 3: Master Control through Corporate Policy94
What Corporate Policy Is95
The Core of Functioning96
Misconceived Pragmatism97
Examples of Complexity-Compatible Corporate Policy99
True Leadership and “Great Man Fantasies”101
Corporate Policy and Solid System Work102
Noncommittal, Overregulation, Openness, Universal Validity106
Ethics and Morality109
What Should Be Regulated?111
Chapter 4: Navigating in Complexity – Models for Overview, Insight, and Perspective112
Brain-Like Models112
World - System - Model - Concept114
The Model as a Thinking Tool116
Realization and Understanding by Means of Regulation Models117
Knowing What the Talk Is About: The Babylon Syndrome120
Like a Brain: Operations Room – Management GPS121
Three Purpose-Oriented Models123
Basic Model for Corporate Policy124
Farewell to Hierarchy: Embedding Replaces Ranking126
Recursive Logic for Cybernetic Systems130
Specialists, Generalists, Specialists for General Subjects132
Three Subconcepts for Master Control133
The Best Media for Master Control135
Part III: Instructions for Self-Organization138
Chapter 1: What the Organization Should Do: The Business Concept140
The Purpose of the Organization141
The Business Mission160
Performance of the Institution: The Cockpit168
REvolutionizing Corporate Control through CPC towards Brain-Like Processes178
The Cybernetic Power of Purpose and Mission186
Chapter 2: Where the Organization Has to Function: the Environment Concept189
What Needs to be Considered? A Common Topographical Map190
The Master Control Model for the Environment195
Master Controls for the Environment Model202
Categorical Change218
Chapter 3: How and With What the Organization Should Function: The Management Concept222
The Same Management Everywhere and for All223
Tapping the Performance Potential224
Inducing Self-Organization225
Management Models for Master Control226
The General Management Model227
The Standard Model of Effectiveness – or “Management Wheel”229
The Integrated Management System (IMS)233
Navigation instead of Documentation238
An Overview of the Master Control “Management Concept”239
Implementing Corporate Policy: Order is Law times Application240
Management Training and Development: Return on Management Education242
Management Education is Critical for Success243
Charts of the Malik Management System (MMS)245
Part IV: Sovereignty and Leadership through Master Control252
Chapter 1: Order, Time, Peace254
Their Working Conditions: Proliferating Complexity255
Their Task: Total System Master Control256
Their Challenge: Change Leaders256
Their Choice: Making Use of Complexity258
Their Conflict: Categorical Change258
Chapter 2: Top-Management Frame of Reference for Change Leaders260
In the Cross-Hairs of Total System Control260
The Future is Created Now – Or It Has Been Missed262
Chapter 3: Mastering the Master Controls – Source of Leadership268
Master Control through Corporate Policy268
Master Control through Corporate Modes270
Master Control through Corporate Issues273
Chapter 4: A Look Forward – Current Top Management Issues275
Informing and “Educating” Shareholders and Representatives of the Financial Sector275
What is Profit? What is Wealth?276
Entrepreneurship and Top Management277
The Importance of Knowledge277
Thinking through the Strengths278
Developing Top Performers278
What is a Functioning Society?279
What Is the Meaning of Responsibility?279
Top Managers’ Compensation280
Chapter 5: The Crisis of Top Executive Bodies and Their REvolution281
Lack of Theory for Top Management Structures281
Will Formation Works Differently Today282
Breeding Ground for Conspiracy Theories283
Why Traditional Corporate Governance Is Not Enough284
Chapter 6: REvolution: From Chief Executive Officer to Master Control Function286
Supercontrol instead of Superperson286
Total System Master Control Function287
Functioning instead of Personifying292
Chapter 7: Top Management Teams296
Three Prerequisites296
Six Rules298
Chapter 8: Master Controls for Leadership301
What Distinguishes Leaders302
Leadership Arises – From a Situation303
Master Controls for True Leadership303
Charisma?309
Chapter 9: Heuristics for Winners: The Logic of Succeeding311
Principles for Assessing the Situation313
Principles for the Ability to Direct and Relate316
Principle of Proximity to Information321
Principles for the Power of Conviction323
Epilog325
Appendix328
The Malik Management System And Its Users330
Designations and Identities331
History of Development331
Applications and Effects332
Autonomy for Management and Managers333
Modularity and Interfaces334
A Management System for Self-Thinkers335
Potential for Success Increasing With Qualification335
Self-Motivation for Self-Developers336
Care versus Kudos337
Authors and Acknowledgments338
About the Author339
Literature341
Index347

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