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Managing Performing Living

Managing Performing Living

Effective Management for a New World

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Managing Performing Living

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Beschreibung

Details

Einband

Taschenbuch

Erscheinungsdatum

09.07.2015

Verlag

Campus

Seitenzahl

405

Maße (L/B/H)

22.8/15.1/2.7 cm

Gewicht

639 g

Beschreibung

Details

Einband

Taschenbuch

Erscheinungsdatum

09.07.2015

Verlag

Campus

Seitenzahl

405

Maße (L/B/H)

22.8/15.1/2.7 cm

Gewicht

639 g

Auflage

2. Auflage

Originaltitel

Führen Leisten Leben

Übersetzt von

Jutta Scherer

Sprache

Deutsch, Englisch

ISBN

978-3-593-50263-2

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  • Managing Performing Living

  • TABLE OF CONTENT

    PREFACE TO THE NEW 2014 EDITION 10

    Right Thinking-Right Management 14

    The Key to Success 14

    The Great Transformation 21 18

    How Effective Management Systems Are Built 24

    What Right Management Can Accomplish 26

    PART I

    PROFESSIONALISM 29

    1. The Ideal Manager-a Wrong Question 31

    The Universal Genius-A Stumbling Block 31

    The Effective Person 33

    No Accordance in Personalities 34

    What Counts Is What You Do, Not What You Are Like 35

    Misleading Surveys 36

    2. False Theories, Errors, and Misconceptions 39

    The Pursuit-of-Happiness Approach 39

    Leadership and the Great Man Theory 41

    Errors and Misconceptions 44

    3. Management as a Profession 49

    Constitutional Thinking 49

    Professionalism Can Be Learnt 51

    The Most Important Profession in a Modern Society 53

    The Most Important Mass Profession 56

    Elements of Effective Management 59

    Sound Training Is Possible for Everyone 62

    PART II

    PRINCIPLES OF EFFECTIVE MANAGEMENT 65

    Introduction 67

    Simple but Not Easy 67

    Useful in Difficult Situations 68

    Not Inborn-Must Be Learnt 69

    Ideals and Compromises 70

    What Type as Role Model? 71

    1. Focusing on Results 73

    A Self-Evident Fact? 73

    Misconceptions 75

    What If People Cannot Accept This? 77

    Pleasure or Result? 78

    2. Contribution to the Whole 85

    Position or Contribution? 86

    Specialist or Generalist? 88

    Wholistic Thinking 89

    Contribution and Motivation 91

    Contribution Instead of Title 92

    The Consequence of Organization 93

    3. Concentration on a Few Things 96

    The Key to Results 96

    Rejection Without Reason 98

    Application Examples 101

    4. Utilizing Strengths 107

    Fixation on Weaknesses 108

    Matching Tasks with Strengths 109

    Should Weaknesses Be Ignored? 111

    No Personality Reform 113

    Why Focus on Weaknesses? 114

    Learning from the Greats 115

    How Can We Recognize Strengths? 117

    Types of Weaknesses 119

    Two Sources of Peak Performance 121

    5. Trust 123

    Creating a Robust Management Situation 124

    How Can We Build Trust? 125

    6. Positive Thinking 138

    Opportunities Instead of Problems 138

    From Motivation to Self-Motivation 139

    Positive Thinking-Inborn or Acquired? 140

    Freeing Oneself of Dependencies 144

    Doing One's Best 146

    7. Synopsis: Quality of Management 148

    PART III

    TASKS OF EFFECTIVE MANAGEMENT 151

    Preliminary Remarks 153

    1. Providing Objectives 156

    No Systems Bureaucracy 157

    Personal Annual Objectives 157

    The General Direction 158

    Basic Rules for Management by Objectives 159

    2. Organizing 171

    Beware of "Organizitis" 171

    There Is No Such Thing as a "Good Organization" 172

    The Three Basic Issues of Organizing 174

    Symptoms of Bad Organization 175

    3. Making Decisions 180

    Wrong Opinions and Illusions 180

    The Decision-Making Process 188

    4. Supervising 202

    Supervision Is Indispensable 202

    Trust as the Foundation 203

    How Should We Supervise? 204

    Measuring and Judging 211

    5. Developing and Promoting People 215

    People Instead of Employees 216

    Individuals Instead of Abstractions 216

    What Is Often Forgotten 224

    6. Synopsis: What About all the Other Tasks? 229

    PART IV

    TOOLS FOR EFFECTIVE MANAGEMENT 239

    Instruments, Devices, Tools 241

    1. Meetings 244

    Reduce the Number of Meetings-Preferably to Zero 244

    Crucial for Success: Preparation and Follow-Up 246

    Chairing Meetings Is Hard Work 249

    Types of Meetings 249

    Meetings Are Not Social Events 252

    Types of Items on the Agenda 253

    No Item Without Action 255

    Striving for Consensus 255

    Are Meeting Minutes Necessary? 256

    Meetings Without an Agenda 257

    The Key: Implementation and Continuous Follow-Up 259

    2. Reports 260

    The Small Step to Effectiveness 261

    Clear Language, Logic, and Precision 262

    Bad Habits and Impositions 264

    3. Job Design and Assignment Control 267

    Six Mistakes in Job Design 268

    Assignment Control 272

    4. Personal Working Methods 282

    The Joy of Functioning 283

    Working Methods Are Personal and Individual 286

    Working Methods Depend on Basic Conditions and Circumstances 287

    Regular Review and Adjustment 289

    Basic Applications of Working Methods 291

    Managing the Unknown 300

    Managing Line Managers and Colleagues 304

    5. Budgets and Budgeting 307

    One of the Best Tools for Effective Management 308

    From Data to Information 309

    Special Tips 312

    Clean Documentation 318

    6. Performance Evaluations 319

    No Standard Criteria 320

    No Standard Pro?les 321

    The Better Method: A Blank Sheet 322

    The Best Method: Real-Time Evaluation 324

    Where Is Cautious Standardization Appropriate? 324

    How Do the Best Do It? 325

    What About Those Who Refuse to Be Assessed? 327

    7. Systematic "Waste Disposal"-Renewing the System 329

    Largely Unknown but Essential for Transformation 329

    From the Concept to the Method 329

    The Key to Strategic Effects 332

    A Quick Guide to Personal Effectiveness 333

    What if Something Cannot Be Eliminated? 334

    One Last Tip 335

    8. Synopsis: An Acid Test for Professionalism 336

    PART V

    MANAGEMENT SYSTEM: A THINKING AND ACTING SYSTEM 339

    1. Synopsis: An Acid Test for Professionalism 341

    Right Practice Versus Best Practice 343

    Systemics, Content, and Form of the Management Systems 343

    The Operating System for Organizations - the End of Babylonian Confusion 344

    2. Standard Model of Effectiveness: The Management Wheel 345

    Operational Tasks Are Completely Different from Management Tasks 346

    Management-Always the Same, But Not Always of the Same Difficulty 347

    Why the Management Wheel Doesn't Need New Spokes 349

    3. How to Generate Self-Regulation and Self-Organization 352

    Applying the Standard Model to People Management 352

    Applying the Standard Model to All Organizations of a Society 355

    Outlook: Right and Good Management for a Functioning Society 358

    Effectiveness and the Experience of Meaning 358

    Responsibility and Ethics 359

    EPILOG 362

    Glossary 363

    Endnotes 373

    References 385

    Index 390