Managing Performing Living
Effective Management for a New World - Second Edition
Second Edition
9783593502632
Distributed for Campus Verlag
Managing Performing Living
Effective Management for a New World - Second Edition
Second Edition
In this completely revised and enlarged edition of his classic book, management expert Fredmund Malik offers managers sound professional advice for improving skills in organization, decision-making, supervising, budgeting, and numerous other management-related tasks. Tailored to a new generation of managers for whom effectiveness is the key to success, this volume reveals everything that all executives and leaders need to know to turn knowledge, personal strengths, talent, creativity, and innovative thinking into concrete results. By providing readers with the universal principles, tasks, and tools of effective management, Malik helps them to cope with the ongoing centennial change in business and society he calls the “Great Transformation,” thereby enabling managers to create more functional organizations and—through them—a viable society.
400 pages | 12 color plates | 6 x 9 | © 2015
Economics and Business: Business--Business Economics and Management Studies
Reviews
Table of Contents
Preface to the New 2014 Edition
Right Thinking-Right Management
The Key to Success
The Great Transformation 21
How Effective Management Systems Are Built
What Right Management Can Accomplish
PART I
Professionalism
1. The Ideal Manager-a Wrong Question
The Universal Genius—a Stumbling Block
The Effective Person
No Accordance in Personalities
What Counts is What You Do, Not What You Are Like
Misleading Surveys
2. False Theories, Errors, and Misconceptions
The Pursuit-of-Happiness Approach
Leadership and the Great Man Theory
Errors and Misconceptions
3. Management as a Profession
Constitutional Thinking
Professionalism Can Be Learnt
The Most Important Profession in a Modern Society
The Most Important Mass Profession
Elements of Effective Management
Sound Training is Possible for Everyone
PART II
Principles of Effective Management
Introduction
Simple but Not Easy
Useful in Difficult Situations
Not Inborn—Must be Learnt
Ideals and Compromises
What Type as Role Model?
1. Focusing on Results
A Self-Evident Fact?
Misconceptions
What If People Cannot Accept This?
Pleasure or Result?
2. Contribution to the Whole
Position or Contribution?
Specialist or Generalist?
Wholistic Thinking
Contribution and Motivation
Contribution Instead of Title
The Consequence of Organization
3. Concentration on a Few Things
The Key to Results
Rejection without Reason
Application Examples
4. Utilizing Strengths
Fixation on Weaknesses
Matching Tasks with Strengths
Should Weakness Be Ignored?
No Personality Reform
Why Focus on Weaknesses?
Learning from the Greats
How Can we Recognize Strengths?
Types of Weaknesses
Two Sources of Peak Performance
5. Trust
Creating a Robust Management Situation
How Can We Build Trust?
6. Positive Thinking
Opportunities Instead of Problems
From Motivation to Self-Motivation
Positive Thinking—Inborn or Acquired?
Freeing Oneself of Dependencies
Doing One’s Best
7. Synopsis: Quality of Management
PART II
Tasks of Effective Management
Preliminary Remarks
1. Providing Objectives
No System Bureaucracy
Personal Annual Objectives
The General Directions
Basic Rules for Management by Objectives
2. Organizing
Beware of “Organizitis”
There Is No Such Thing as a “Good Organization”
The Three Basic Issues of Organizing
Symptoms of Bad Organization
3. Making Decisions
Wrong Opinions and Illinois
The Decision-Making Process
4. Supervising
Supervision Is Indispensable
Trust as the Foundation
How Should We Supervise?
Measuring and Judging
5. Developing and Promoting People
People Instead of Employees
Individuals Instead of Abstractions
What Is Often Forgotten
6. Synopsis: What About all the Other Tasks?
PART IV
Tools for Effective Management
Instruments, Devices, Tools
1. Meetings
Reduce the Number of Meetings—Preferably to Zero
Crucial for Success: Preparation and Follow-up
Chairing Meetings Is Hard Work
Types of Meetings
Meetings Are Not Social Events
Types of Items on the Agenda
No Item without Action
Striving for Consensus
Are Meeting Minutes Necessary?
Meetings without an Agenda
The Key: Implementation and Continuous Follow-Up
2. Reports
The Small Step to Effectiveness
Clear Language, Logic, and Precision
Bad Habits and Impositions
3. Job Design and Assignment Control
Six Mistakes in Job Design
Assignment Control
4. Personal Working Methods
The Joy of Functioning
Working Methods are personal and individual
Working Methods Depend on Basic Conditions and Circumstances
Regular Review and Adjustment
Basic Applications of Working Methods
Managing the Unknown
Managing Line Managers and Colleagues
5. Budgets and Budgeting
One of the Best Tools for Effective Management
From Data to Information
Special Tips
Clean Documentation
6. Performance Evaluation
No Standard Criteria
No Standard Profiles
The Better Method: A Black Sheet
The Best Method: Real-Time Evaluation
Where is Cautious Standardization Appropriate?
How Do the Best Do It?
What about Those Who Refuse to Be Assessed?
7. Systematic “Waste Disposal”—Renewing the System
Largely Unknown but Essential for Transformation
From the Concept to the Method
The Key to Strategic Effects
A Quick Guide to Personal Effectiveness
What if Something Cannot Be Eliminated?
One Last Tip
8. Synopsis: An Acid Test for Professionalism
PART V
Management System: A Thinking and Acting System
1. Synopsis: An Acid Test for Professionalism
Right Practice versus Best Practice
Systemics, Content, and Form of the Management Systems
The Operating System for Organizations—the End of Babylonian Confusion
2. Standard Model of Effectiveness: The Management Wheel
Operational Tasks Are Completely Different from Management Task
Management—Always the Same, But Not Always of the Same Difficulty
Why the Management Wheel Doesn’t Need New Spokes
3. How to Generate Self-Regulation and Self-Organization
Applying the Standard Model to People Management
Applying the Standard Model to All Organizations of a Society
Outlook: Right and Good Management for a Functioning Society
Effectiveness and the Experience of Meaning
Responsibility and Ethics
Epilog
Glossary
Endnotes
References
Index
Right Thinking-Right Management
The Key to Success
The Great Transformation 21
How Effective Management Systems Are Built
What Right Management Can Accomplish
PART I
Professionalism
1. The Ideal Manager-a Wrong Question
The Universal Genius—a Stumbling Block
The Effective Person
No Accordance in Personalities
What Counts is What You Do, Not What You Are Like
Misleading Surveys
2. False Theories, Errors, and Misconceptions
The Pursuit-of-Happiness Approach
Leadership and the Great Man Theory
Errors and Misconceptions
3. Management as a Profession
Constitutional Thinking
Professionalism Can Be Learnt
The Most Important Profession in a Modern Society
The Most Important Mass Profession
Elements of Effective Management
Sound Training is Possible for Everyone
PART II
Principles of Effective Management
Introduction
Simple but Not Easy
Useful in Difficult Situations
Not Inborn—Must be Learnt
Ideals and Compromises
What Type as Role Model?
1. Focusing on Results
A Self-Evident Fact?
Misconceptions
What If People Cannot Accept This?
Pleasure or Result?
2. Contribution to the Whole
Position or Contribution?
Specialist or Generalist?
Wholistic Thinking
Contribution and Motivation
Contribution Instead of Title
The Consequence of Organization
3. Concentration on a Few Things
The Key to Results
Rejection without Reason
Application Examples
4. Utilizing Strengths
Fixation on Weaknesses
Matching Tasks with Strengths
Should Weakness Be Ignored?
No Personality Reform
Why Focus on Weaknesses?
Learning from the Greats
How Can we Recognize Strengths?
Types of Weaknesses
Two Sources of Peak Performance
5. Trust
Creating a Robust Management Situation
How Can We Build Trust?
6. Positive Thinking
Opportunities Instead of Problems
From Motivation to Self-Motivation
Positive Thinking—Inborn or Acquired?
Freeing Oneself of Dependencies
Doing One’s Best
7. Synopsis: Quality of Management
PART II
Tasks of Effective Management
Preliminary Remarks
1. Providing Objectives
No System Bureaucracy
Personal Annual Objectives
The General Directions
Basic Rules for Management by Objectives
2. Organizing
Beware of “Organizitis”
There Is No Such Thing as a “Good Organization”
The Three Basic Issues of Organizing
Symptoms of Bad Organization
3. Making Decisions
Wrong Opinions and Illinois
The Decision-Making Process
4. Supervising
Supervision Is Indispensable
Trust as the Foundation
How Should We Supervise?
Measuring and Judging
5. Developing and Promoting People
People Instead of Employees
Individuals Instead of Abstractions
What Is Often Forgotten
6. Synopsis: What About all the Other Tasks?
PART IV
Tools for Effective Management
Instruments, Devices, Tools
1. Meetings
Reduce the Number of Meetings—Preferably to Zero
Crucial for Success: Preparation and Follow-up
Chairing Meetings Is Hard Work
Types of Meetings
Meetings Are Not Social Events
Types of Items on the Agenda
No Item without Action
Striving for Consensus
Are Meeting Minutes Necessary?
Meetings without an Agenda
The Key: Implementation and Continuous Follow-Up
2. Reports
The Small Step to Effectiveness
Clear Language, Logic, and Precision
Bad Habits and Impositions
3. Job Design and Assignment Control
Six Mistakes in Job Design
Assignment Control
4. Personal Working Methods
The Joy of Functioning
Working Methods are personal and individual
Working Methods Depend on Basic Conditions and Circumstances
Regular Review and Adjustment
Basic Applications of Working Methods
Managing the Unknown
Managing Line Managers and Colleagues
5. Budgets and Budgeting
One of the Best Tools for Effective Management
From Data to Information
Special Tips
Clean Documentation
6. Performance Evaluation
No Standard Criteria
No Standard Profiles
The Better Method: A Black Sheet
The Best Method: Real-Time Evaluation
Where is Cautious Standardization Appropriate?
How Do the Best Do It?
What about Those Who Refuse to Be Assessed?
7. Systematic “Waste Disposal”—Renewing the System
Largely Unknown but Essential for Transformation
From the Concept to the Method
The Key to Strategic Effects
A Quick Guide to Personal Effectiveness
What if Something Cannot Be Eliminated?
One Last Tip
8. Synopsis: An Acid Test for Professionalism
PART V
Management System: A Thinking and Acting System
1. Synopsis: An Acid Test for Professionalism
Right Practice versus Best Practice
Systemics, Content, and Form of the Management Systems
The Operating System for Organizations—the End of Babylonian Confusion
2. Standard Model of Effectiveness: The Management Wheel
Operational Tasks Are Completely Different from Management Task
Management—Always the Same, But Not Always of the Same Difficulty
Why the Management Wheel Doesn’t Need New Spokes
3. How to Generate Self-Regulation and Self-Organization
Applying the Standard Model to People Management
Applying the Standard Model to All Organizations of a Society
Outlook: Right and Good Management for a Functioning Society
Effectiveness and the Experience of Meaning
Responsibility and Ethics
Epilog
Glossary
Endnotes
References
Index