Following the tradition of the St. Gallen management models, this textbook explores management as a function and as an activity. It covers the key concepts of management, decision theory, strategy, leadership, organization and governance. It focuses on the central fields of tension in management and includes various illustrative models.

Autorentext
Harald Tuckermann ist Titularprofessor für Management, Vize-Direktor des Instituts für Systemisches Management und Public Governance, Universität St. Gallen

Inhalt
Preface 5 1 Integrative Management and Management Models 13 1.1 Case Study: On 13 1.2 The St. Gallen Management Model as the Basis of an Integrative Approach to Management 17 1.3 Development of the St. Gallen Management Models 22 1.3.1 First-Generation SGMM 23 1.3.2 Second-Generation SGMM 24 1.3.3 Third-Generation SGMM 25 1.3.4 Fourth-Generation SGMM 27 1.4 Integrative Management 28 1.4.1 Origins of Integrative Approaches to Management 28 1.4.2 Management as a Profession 30 1.4.3 Dealing with Complexity 32 1.4.4 The St. Gallen Approach 33 1.5 Thinking in Systems and Processes 35 1.5.1 System View of Organizations 36 1.5.2 Process View of Organizations 41 1.6 Types of Companies and Organizations 45 2 Decisions and Communication 50 2.1 Case Study: N26 50 2.2 Business Studies as Decision Theory 53 2.2.1 Necessity of Decisions and Communication 53 2.2.2 Challenge of Decision-Making in Organizations 54 2.3 Fundamentals of Decision Theory 57 2.3.1 Simple Decisions 59 2.3.2 Complicated Decisions 59 2.3.3 Complex Decisions 60 2.4 Methods of Decision Theory 61 2.4.1 Simple Decisions 61 2.4.2 Complicated Decisions 62 2.4.3 Complex Decisions 64 2.5 Prerequisites for Effective Organizational Decisions 66 2.6 Communication 68 2.6.1 Organizing Communication 69 2.6.2 How Communication Works 71 3 Strategy and Development Modes 74 3.1 Case Study: Hiag 74 3.2 Strategy in the St. Gallen Management Model 77 3.3 Definitions of Strategy 78 3.4 Strategy Content 83 3.4.1 Competitive Advantages 84 3.4.2 Competitive Strategies 87 3.5 Strategy Process 89 3.6 Strategy Tools 93 3.6.1 Analysis 94 3.6.2 Formulation 97 3.6.3 Selection 99 3.6.4 Implementation 101 3.6.5 Evaluation 101 3.7 Development Modes 103 3.7.1 Optimization and Renewal 103 3.7.2 Crises as Triggers of Organizational Change 106 4 Structure and Culture 109 4.1 Case Study: Jungfraubahnen 109 4.2 Structure in the St. Gallen Management Model 112 4.3 Basic Types of Organizational Structure 113 4.3.1 Line-Staff Organization 114 4.3.2 Matrix Organization 115 4.3.3 Network Organization 116 4.3.4 Process Organization 117 4.4 Determinants of Organizational Structure 117 4.4.1 Economic Effects 118 4.4.2 Legal Factors 120 4.4.3 Developments in the Environment 121 4.4.4 Growth and Internal Specialization 122 4.5 Implementation of Organization 124 4.6 Culture 127 4.6.1 Interpretation 127 4.6.2 Typologies 130 5 Leadership and Governance 132 5.1 Case Study: Viu 132 5.2 Human Nature and Motivation 135 5.2.1 Content Theories 135 5.2.2 Process Theories 137 5.2.3 Concepts of the Human Being 138 5.3 Leadership in the St. Gallen Management Model 139 5.4 Leadership 140 5.4.1 Leadership Styles 141 5.4.2 Leadership Principles 143 5.5 Human Resources Management 145 5.5.1 Determining Personnel Requirements 146 5.5.2 Recruitment 146 5.5.3 Staff Motivation and Remuneration 148 5.5.4 Human Resources Development 150 5.5.5 Releasing Staff 151 5.6 Governance 152 5.6.1 Governance and Executive Management 152 5.6.2 Origin of the Corporate Governance Debate 155 5.6.3 Risk Management 156 6 Environment and Interaction Issues 160 6.1 Case Study: Zurich Airport 160 6.2 Organizations in their Environment 164 6.2.1 Neoclassical Theory 168 6.2.2 Transaction Cost Theory 169 6.2.3 Resource-Based Theory 170 6.2.4 Behavioral Theory 170 6.2.5 Customer Value-Based Theory 171 6.3 Organizations, Environment, and Interaction Issues 172 6.3.1 Environmental Spheres 174 6.3.2 Stakeholders 175 6.4 Coming Full Circle: Back to Integrative Management 177 Figures 180 Literature 183 Alphabetical Index 194