Hugendubel.info - Die B2B Online-Buchhandlung 

Merkliste
Die Merkliste ist leer.
Bitte warten - die Druckansicht der Seite wird vorbereitet.
Der Druckdialog öffnet sich, sobald die Seite vollständig geladen wurde.
Sollte die Druckvorschau unvollständig sein, bitte schliessen und "Erneut drucken" wählen.

An Introduction to Management Studies

E-BookEPUBePub WasserzeichenE-Book
197 Seiten
Englisch
UTB GmbHerschienen am06.09.20211. Auflage
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.

Prof. Dr. Thomas Bieger ist Ordentlicher Universitätsprofessor für Betriebswirtschaftslehre mit besonderer Berücksichtigung der Tourismuswirtschaft an der Universität St. Gallen.mehr
Verfügbare Formate
TaschenbuchKartoniert, Paperback
EUR29,00
E-BookEPUBePub WasserzeichenE-Book
EUR28,99
E-BookPDF1 - PDF WatermarkE-Book
EUR28,99

Produkt

KlappentextFollowing 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.

Prof. Dr. Thomas Bieger ist Ordentlicher Universitätsprofessor für Betriebswirtschaftslehre mit besonderer Berücksichtigung der Tourismuswirtschaft an der Universität St. Gallen.
Details
Weitere ISBN/GTIN9783846356562
ProduktartE-Book
EinbandartE-Book
FormatEPUB
Format HinweisePub Wasserzeichen
Verlag
Erscheinungsjahr2021
Erscheinungsdatum06.09.2021
Auflage1. Auflage
Seiten197 Seiten
SpracheEnglisch
Dateigrösse12469 Kbytes
Artikel-Nr.8198692
Rubriken
Genre9200

Inhalt/Kritik

Inhaltsverzeichnis
Preface 51 Integrative Management and Management Models 131.1 Case Study: On 131.2 The St. Gallen Management Model as the Basis of an Integrative Approach to Management 171.3 Development of the St. Gallen Management Models 221.3.1 First-Generation SGMM 231.3.2 Second-Generation SGMM 241.3.3 Third-Generation SGMM 251.3.4 Fourth-Generation SGMM 271.4 Integrative Management 281.4.1 Origins of Integrative Approaches to Management 281.4.2 Management as a Profession 301.4.3 Dealing with Complexity 321.4.4 The St. Gallen Approach 331.5 Thinking in Systems and Processes 351.5.1 System View of Organizations 361.5.2 Process View of Organizations 411.6 Types of Companies and Organizations 452 Decisions and Communication 502.1 Case Study: N26 502.2 Business Studies as Decision Theory 532.2.1 Necessity of Decisions and Communication 532.2.2 Challenge of Decision-Making in Organizations 542.3 Fundamentals of Decision Theory 572.3.1 Simple Decisions 592.3.2 Complicated Decisions 592.3.3 Complex Decisions 602.4 Methods of Decision Theory 612.4.1 Simple Decisions 612.4.2 Complicated Decisions 622.4.3 Complex Decisions 642.5 Prerequisites for Effective Organizational Decisions 662.6 Communication 682.6.1 Organizing Communication 692.6.2 How Communication Works 713 Strategy and Development Modes 743.1 Case Study: Hiag 743.2 Strategy in the St. Gallen Management Model 773.3 Definitions of Strategy 783.4 Strategy Content 833.4.1 Competitive Advantages 843.4.2 Competitive Strategies 873.5 Strategy Process 893.6 Strategy Tools 933.6.1 Analysis 943.6.2 Formulation 973.6.3 Selection 993.6.4 Implementation 1013.6.5 Evaluation 1013.7 Development Modes 1033.7.1 Optimization and Renewal 1033.7.2 Crises as Triggers of Organizational Change 1064 Structure and Culture 1094.1 Case Study: Jungfraubahnen 1094.2 Structure in the St. Gallen Management Model 1124.3 Basic Types of Organizational Structure 1134.3.1 Line-Staff Organization 1144.3.2 Matrix Organization 1154.3.3 Network Organization 1164.3.4 Process Organization 1174.4 Determinants of Organizational Structure 1174.4.1 Economic Effects 1184.4.2 Legal Factors 1204.4.3 Developments in the Environment 1214.4.4 Growth and Internal Specialization 1224.5 Implementation of Organization 1244.6 Culture 1274.6.1 Interpretation 1274.6.2 Typologies 1305 Leadership and Governance 1325.1 Case Study: Viu 1325.2 Human Nature and Motivation 1355.2.1 Content Theories 1355.2.2 Process Theories 1375.2.3 Concepts of the Human Being 1385.3 Leadership in the St. Gallen Management Model 1395.4 Leadership 1405.4.1 Leadership Styles 1415.4.2 Leadership Principles 1435.5 Human Resources Management 1455.5.1 Determining Personnel Requirements 1465.5.2 Recruitment 1465.5.3 Staff Motivation and Remuneration 1485.5.4 Human Resources Development 1505.5.5 Releasing Staff 1515.6 Governance 1525.6.1 Governance and Executive Management 1525.6.2 Origin of the Corporate Governance Debate 1555.6.3 Risk Management 1566 Environment and Interaction Issues 1606.1 Case Study: Zurich Airport 1606.2 Organizations in their Environment 1646.2.1 Neoclassical Theory 1686.2.2 Transaction Cost Theory 1696.2.3 Resource-Based Theory 1706.2.4 Behavioral Theory 1706.2.5 Customer Value-Based Theory 1716.3 Organizations, Environment, and Interaction Issues 1726.3.1 Environmental Spheres 1746.3.2 Stakeholders 1756.4 Coming Full Circle: Back to Integrative Management 177Figures 180Literature 183Alphabetical Index 194mehr
Leseprobe

1 Integrative Management and Management Models
1.1 Case Study: On


[13] On was founded in 2010 to revolutionize running experience. The idea was radical: soft landings followed by explosive push-offs (on-running.com). The three company founders were united by their love of running. Former professional athlete, three-time duathlon world champion, and multiple Ironman winner Olivier Bernhard came up with the idea of developing running shoes for the perfect running experience, along with Swiss ETH engineer David Allemann and HSG graduate Caspar Coppetti. They were driven by the mission to develop a product range characterized by Swiss engineering (on-running.com). Their running shoes are based on a proprietary, patented technology, so-called cloud technology.

The founding team is strongly cohesive, as company outsiders soon realize. It positions its innovative product in a global growth market (running shoes) estimated to have a volume of USD 20 billion per year (Müller, 2015). In doing so, the company pursues its growth strategy through penetrating the European market and through accessing new geographical markets overseas, beginning with a branch in Portland, Oregon (USA). Other target markets include Australia, Latin America, and Asia. To expand its product range, On launched its first clothing collection in 2016. The aim, as with its shoes, was to offer clothes that do not follow fashion and change every season. Despite this expansion, however, the focus has remained on shoes (Iseli, 2017).

On is headquartered in Zurich-West. Indirect distribution is handled by its subsidiaries, which in turn supply specialist retailers. End customers are served by independent specialist stores in the respective countries. On gears its pricing toward achieving premium positioning in its target markets. For example, its shoes are slightly cheaper in the USA than in Switzerland.

On´s business processes are strongly oriented toward outsourcing and long-term cooperation. Design and development are based largely at the Zurich headquarters. Its shoes are produced by selected partner companies in Vietnam while logistics are handled and scaled by partner companies. On strongly emphasizes ongoing performance innovation. Thus, after developing its original model ( Cloud ), the company soon developed new products, including Cloudflash, its fastest shoe ever. In order to cater to new trends, On has [14] also developed specialized trail running shoes and benefits from sneakers becoming everyday shoes.

On´s culture is sporty and creative. The company has no fixed offices and maintains contacts at sporting events. The founders are actively involved in employee meetings (Ruschmann, 2018). On cultivates its stakeholders foremost through personal contacts. Staff must fit the company culture and are addressed personally by the founders at employee meetings (see above). Staff and founders maintain personal contact with purchasers (i.e., specialist retailers) across the world. One example is jointly organized running events such as Run to Switzerland. Organized in London, this event involved Londoners jogging together to the Swiss embassy. Other important stakeholders include manufacturers in Vietnam, which are carefully selected and required to meet high quality standards. On also boasts prominent shareholders including Roger Federer. However, the three founders still have unrestricted control over the company (Ruschmann, 2018).

In terms of the St. Gallen Management Model (SGMM), On can be described as follows (for an overview of the SGMM´s task perspective, see Figure 1-1):

- Environmental spheres: Technological, economic and social environments are relevant, for example, to developing purchasing power in the target countries and to keeping pace with the trend toward running.

- Stakeholders: The main focus is on employees, end customers (runners), and direct customers (retailers). Other important stakeholder groups include service partners (for production and logistics) and financial backers (shareholders).

- [15] Interaction issues: The company´s interactions with other actors (e.g., production partners in Vietnam) involve key issues such as ongoing innovation.

- Business processes: Disruption and differentiation occur along the entire value chain - from product through production to marketing, sales, and organizational form. Key processes: structuring the value creation process through product development and involving production partners; outsourcing production and logistics; distribution (i.e., imports and market development by subsidiaries); retailing via existing specialist dealer networks.

- Structuring forces: Organizational value creation is structured by various forces such as governance, strategy, structure, and culture. In a start-up, corporate governance is typically not yet well defined. At On, it is based mainly on a strong founding team with a clear purpose. On´s strategy focuses on innovative running shoes and directly related products such as clothes; growth is achieved through market penetration, market development, and product range expansion. On is a flat and lean organization whose structure corresponds to the value chain. Its culture is innovative and sporty.

- Development modes: Continuous optimization and further development based, among others, on consistent internationalization (due to the small home market Switzerland), as well as on the scalability of systems and processes.

This case study was developed without the involvement of On using generally available sources. It introduces and illustrates the interrelationships within the St. Gallen Management Model.
Key Figures:
- [16] On was founded in 2010 in Zurich.

- Approx. 1000 employees from 50 countries (ca. 40 % based in Zurich; another 5000 staff in outsourced production and logistics).

- International focus, only 5 % of sales in Switzerland; the largest markets are the USA, Germany, Japan, UK, Switzerland, Austria, and China.

- On is one of the fastest growing sports brands in the world; average revenue growth of 85 % per year since 2010.
Discussion Questions:
A. What key tasks does On´s management face in the growth phase described above?

B. Create a system that describes On´s dependencies on environmental spheres and stakeholders (i.e., how these forces impact the company).

1.2 The St. Gallen Management Model as the Basis of an Integrative Approach to Management

[17] Management is an action-oriented science. It deals with the organization and design of purpose-oriented socio-technical systems. Its strong practical relevance means that management science interfaces with a wide variety of disciplines (e.g., economics, law, sociology, psychology, ethics, engineering, and computer science). The term management derives from Latin manus (hand) and agere (to lead). Ultimately, management is about goal-oriented leadership. At the same time, the management means a community of managers in an organization.

Organizations are embedded in a diverse environment and face the demands of different stakeholders. They also involve division of labor and functionally differentiated value creation. Managers must (1) optimally configure short- and long-term organizational value creation in the face of a constantly changing environment and (2) critically question their own managerial activities in the process. To do so, they need an integrative approach (see Section 1.4).

The University of St. Gallen (HSG) has long taken an integrative view of management. The St. Gallen Management Model (SGMM) has served as an intellectual map for the academic and practical discussion of management in and of organizations for several generations (see Section 1.3). Despite the SGMM s continuous evolution, three elements have remained consistent: environment, organization, management. In the current version of the SGMM (Rüegg-Stürm & Grand, 2020), these elements are structured and detailed according to (among others) the following key categories:

Task perspective:

- Environment: environmental spheres, stakeholders, interaction issues.

- Organization: processes, structuring forces, development modes.

Practice perspective:

- Management: value creation, orientation framework, management practice.


[18] Figure 1-1: Task Perspective of the 2020 St. Gallen Management Model

Source: Rüegg-Stürm and Grand (2020)


The introductory case study (see Section 1.1) illustrates the key categories of the task perspective (Figure 1-1). Below, the components of environment and organization are briefly presented as a repertoire for the further discussion of management. In the subsequent chapters, the task perspective is also supplemented by selected terms and concepts of the practice perspective (Figure 6-1) (for a comprehensive view of the current SGMM, see Rüegg-Stürm & Grand,...
mehr

Autor

Prof. Dr. Thomas Bieger ist Ordentlicher Universitätsprofessor für Betriebswirtschaftslehre mit besonderer Berücksichtigung der Tourismuswirtschaft an der Universität St. Gallen.Dr. Samuel Heer ist Lehrbeauftragter für Betriebswirtschaft und Handlungskompetenz an der Universität St. Gallen, Koordinator der BWL im Assessmentjahr.Diplomierter Wirtschaftspädagoge, Doktorand am IMP-HSGHarald Tuckermann ist Titularprofessor für Management, Vize-Direktor des Instituts für Systemisches Management und Public Governance, Universität St. Gallen