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Corporate Policy and Governance How Organizations Self-Organize

:	Fredmund Malik
:	Corporate Policy and Governance How Organizations Self-Organize
:	Campus Verlag
:	9783593411545
:	1
:	CHF 38.10
:

:	Management
:	English

:	355
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

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

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.

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.

	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<