Successfully managing complex companies challenge for supervisory and executive boards /
Complex companies are characterized by high turnover, a wide range of products and services, international operations, a significant number of employees, and decentralized production. In addition to their size and diversity, complex companies are also characterized by high environmental dynamics and...
| Main Author: | Grünig, Rudolf, |
|---|---|
| Other Authors: | Montani, Maude., SpringerLink (Online service) |
| Format: | eBook |
| Language: | English |
| Published: |
Wiesbaden, Germany :
Springer Fachmedien Wiesbaden GmbH,
[2023]
|
| Physical Description: |
1 online resource (xiii, 153 pages) : illustrations (chiefly color) |
| Subjects: |
Table of Contents:
- Intro
- Preface
- Contents
- List of Figures
- 1: Introduction
- References
- Part I: Overview of the Management of a Complex Company
- 2: Understanding the Complex Company
- 2.1 Overview
- 2.2 System
- 2.3 The Company as a System
- 2.4 Complex Systems
- 2.5 Complex Companies
- 2.6 Causes of Complexity of Companies
- References
- 3: Understanding Management
- 3.1 Overview
- 3.2 Understanding Management as a Process
- 3.2.1 Cybernetics as a Basis
- 3.2.2 Management as a Cybernetic Cycle
- 3.3 The Important Tasks of the Top Management
- 3.3.1 Differentiation between Three Categories of Management Tasks
- 3.3.2 Definition of 11 Important Tasks of the Top Management
- 3.3.3 Summary of Management Tasks in a Framework
- References
- Part II: Core Tasks
- 4: Setting Values and Objectives
- 4.1 Importance
- 4.2 Content
- 4.2.1 Overview
- 4.2.2 Mission and Vision
- 4.2.3 Values
- 4.2.4 Company Objectives
- 4.2.5 Rules of Conduct
- 4.2.6 System of Normative Statements and Company Culture
- 4.3 Responsibilities of the Supervisory and Executive Boards
- References
- 5: Assessing the Situation and Making Decisions
- 5.1 Importance
- 5.2 Content
- 5.2.1 Overview
- 5.2.2 Situation Assessment and Problem Discovery
- 5.2.3 Problem Solving and Decision-Making
- 5.3 Responsibilities of the Supervisory and Executive Boards
- References
- 6: Leading Employees and Communicating with Stakeholders
- 6.1 Importance
- 6.2 Content
- 6.2.1 Overview
- 6.2.2 Creating Positive Dynamics in the Top Management
- 6.2.3 Leading the Employees
- 6.2.4 Communicating with External Stakeholders
- 6.2.5 Communication of the Supervisory Board with Middle and Lower Managers and with Employees
- 6.3 Responsibilities of the Supervisory and Executive Boards
- References
- Part III: Analysis and Design Tasks.
- 7: Identifying Possible Developments in the Environment
- 7.1 Importance
- 7.2 Content
- 7.2.1 Overview
- 7.2.2 Scanning
- 7.2.3 Monitoring
- 7.2.4 Naming
- 7.3 Responsibilities of the Supervisory and Executive Boards
- References
- 8: Developing the Company Strategically
- 8.1 Importance
- 8.2 Content
- 8.2.1 Overview
- 8.2.2 Definition, Planning, and Control of Strategies
- 8.2.3 Examination of Strategic Opportunities
- 8.2.4 Definition, Planning, Realization, and Control of Strategic Projects
- 8.3 Responsibilities of the Supervisory and Executive Boards
- References
- 9: Defining Governance and Organization
- 9.1 Importance
- 9.2 Content
- 9.2.1 Overview
- 9.2.2 Corporate Governance
- 9.2.3 Organization
- 9.2.4 Partnership Management
- 9.3 Responsibilities of the Supervisory and Executive Boards
- References
- 10: Filling Key Positions
- 10.1 Importance
- 10.2 Content
- 10.2.1 Overview
- 10.2.2 Definition of Key Positions and Planning of their Filling
- 10.2.3 Recruitment and Development of Young High Potentials
- 10.2.4 Filling of Management and Expert Positions
- 10.2.5 Filling of Positions on the Executive Board
- 10.2.6 Filling of Seats on the Supervisory Board
- 10.2.7 Building of an Employer Brand
- 10.3 Responsibilities of the Supervisory and Executive Boards
- References
- 11: Controlling Performance and Financing
- 11.1 Importance
- 11.2 Content
- 11.2.1 Overview
- 11.2.2 Increase of Equity Value and Guarantee of Regular Distributions as the Objective
- 11.2.3 Control of the Activities of the Businesses
- 11.2.4 Control of Investments and Divestments
- 11.2.5 Control of Financing
- 11.2.6 Development and Use of a Financial Controlling Concept
- 11.3 Responsibilities of the Supervisory and Executive Boards
- References
- 12: Preventing and Managing Crises
- 12.1 Importance
- 12.2 Content.
- 12.2.1 Overview
- 12.2.2 Crisis Prevention
- 12.2.3 Crisis Management
- 12.2.4 Crisis Follow-Up
- 12.3 Responsibilities of the Supervisory and Executive Boards
- References
- Part IV: Meta-Tasks
- 13: Promoting Entrepreneurship
- 13.1 Importance
- 13.2 Content
- 13.2.1 Overview
- 13.2.2 Entrepreneurship-Oriented Leadership by the Top Management
- 13.2.3 Organizational Measures to Promote Entrepreneurship
- 13.2.4 Entrepreneurship-Oriented Recruitment and Retention of Executives
- 13.3 Responsibilities of the Supervisory and Executive Boards
- References
- 14: Simplifying and Creating Synergies
- 14.1 Importance
- 14.2 Content
- 14.2.1 Overview
- 14.2.2 Synergy Creation in the Market Positions of the Businesses
- 14.2.3 Simplification Through the Elimination of Unimportant Businesses
- 14.2.4 Synergy Creation Through Cross-Business Resources
- 14.2.5 Simplification of Processes
- 14.2.6 Simplification of the Organization
- 14.3 Responsibilities of the Supervisory and Executive Boards
- References
- 15: Final Remarks
- Bibliography.