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001484144 003__ OCoLC
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001484144 019__ $$a1409546280
001484144 020__ $$a9783658426736$$qelectronic book
001484144 020__ $$a365842673X$$qelectronic book
001484144 020__ $$z3658426721
001484144 020__ $$z9783658426729
001484144 0247_ $$a10.1007/978-3-658-42673-6$$2doi
001484144 035__ $$aSP(OCoLC)1409679449
001484144 040__ $$aEBLCP$$beng$$erda$$cEBLCP$$dGW5XE$$dOCLCO$$dYDX$$dSFB
001484144 049__ $$aISEA
001484144 050_4 $$aHD30.28$$b.G78 2023
001484144 08204 $$a658.4/012$$223/eng/20231128
001484144 1001_ $$aGrünig, Rudolf,$$eauthor.
001484144 24510 $$aSuccessfully managing complex companies :$$bchallenge for supervisory and executive boards /$$cRudolf Grünig.
001484144 264_1 $$aWiesbaden, Germany :$$bSpringer Fachmedien Wiesbaden GmbH,$$c[2023]
001484144 300__ $$a1 online resource (xiii, 153 pages) :$$billustrations (chiefly color).
001484144 336__ $$atext$$btxt$$2rdacontent
001484144 337__ $$acomputer$$bc$$2rdamedia
001484144 338__ $$aonline resource$$bcr$$2rdacarrier
001484144 504__ $$aIncludes bibliographical references.
001484144 5050_ $$aIntro -- Preface -- Contents -- List of Figures -- 1: Introduction -- References -- Part I: Overview of the Management of a Complex Company -- 2: Understanding the Complex Company -- 2.1 Overview -- 2.2 System -- 2.3 The Company as a System -- 2.4 Complex Systems -- 2.5 Complex Companies -- 2.6 Causes of Complexity of Companies -- References -- 3: Understanding Management -- 3.1 Overview -- 3.2 Understanding Management as a Process -- 3.2.1 Cybernetics as a Basis -- 3.2.2 Management as a Cybernetic Cycle -- 3.3 The Important Tasks of the Top Management -- 3.3.1 Differentiation between Three Categories of Management Tasks -- 3.3.2 Definition of 11 Important Tasks of the Top Management -- 3.3.3 Summary of Management Tasks in a Framework -- References -- Part II: Core Tasks -- 4: Setting Values and Objectives -- 4.1 Importance -- 4.2 Content -- 4.2.1 Overview -- 4.2.2 Mission and Vision -- 4.2.3 Values -- 4.2.4 Company Objectives -- 4.2.5 Rules of Conduct -- 4.2.6 System of Normative Statements and Company Culture -- 4.3 Responsibilities of the Supervisory and Executive Boards -- References -- 5: Assessing the Situation and Making Decisions -- 5.1 Importance -- 5.2 Content -- 5.2.1 Overview -- 5.2.2 Situation Assessment and Problem Discovery -- 5.2.3 Problem Solving and Decision-Making -- 5.3 Responsibilities of the Supervisory and Executive Boards -- References -- 6: Leading Employees and Communicating with Stakeholders -- 6.1 Importance -- 6.2 Content -- 6.2.1 Overview -- 6.2.2 Creating Positive Dynamics in the Top Management -- 6.2.3 Leading the Employees -- 6.2.4 Communicating with External Stakeholders -- 6.2.5 Communication of the Supervisory Board with Middle and Lower Managers and with Employees -- 6.3 Responsibilities of the Supervisory and Executive Boards -- References -- Part III: Analysis and Design Tasks.
001484144 5058_ $$a7: Identifying Possible Developments in the Environment -- 7.1 Importance -- 7.2 Content -- 7.2.1 Overview -- 7.2.2 Scanning -- 7.2.3 Monitoring -- 7.2.4 Naming -- 7.3 Responsibilities of the Supervisory and Executive Boards -- References -- 8: Developing the Company Strategically -- 8.1 Importance -- 8.2 Content -- 8.2.1 Overview -- 8.2.2 Definition, Planning, and Control of Strategies -- 8.2.3 Examination of Strategic Opportunities -- 8.2.4 Definition, Planning, Realization, and Control of Strategic Projects -- 8.3 Responsibilities of the Supervisory and Executive Boards -- References -- 9: Defining Governance and Organization -- 9.1 Importance -- 9.2 Content -- 9.2.1 Overview -- 9.2.2 Corporate Governance -- 9.2.3 Organization -- 9.2.4 Partnership Management -- 9.3 Responsibilities of the Supervisory and Executive Boards -- References -- 10: Filling Key Positions -- 10.1 Importance -- 10.2 Content -- 10.2.1 Overview -- 10.2.2 Definition of Key Positions and Planning of their Filling -- 10.2.3 Recruitment and Development of Young High Potentials -- 10.2.4 Filling of Management and Expert Positions -- 10.2.5 Filling of Positions on the Executive Board -- 10.2.6 Filling of Seats on the Supervisory Board -- 10.2.7 Building of an Employer Brand -- 10.3 Responsibilities of the Supervisory and Executive Boards -- References -- 11: Controlling Performance and Financing -- 11.1 Importance -- 11.2 Content -- 11.2.1 Overview -- 11.2.2 Increase of Equity Value and Guarantee of Regular Distributions as the Objective -- 11.2.3 Control of the Activities of the Businesses -- 11.2.4 Control of Investments and Divestments -- 11.2.5 Control of Financing -- 11.2.6 Development and Use of a Financial Controlling Concept -- 11.3 Responsibilities of the Supervisory and Executive Boards -- References -- 12: Preventing and Managing Crises -- 12.1 Importance -- 12.2 Content.
001484144 5058_ $$a12.2.1 Overview -- 12.2.2 Crisis Prevention -- 12.2.3 Crisis Management -- 12.2.4 Crisis Follow-Up -- 12.3 Responsibilities of the Supervisory and Executive Boards -- References -- Part IV: Meta-Tasks -- 13: Promoting Entrepreneurship -- 13.1 Importance -- 13.2 Content -- 13.2.1 Overview -- 13.2.2 Entrepreneurship-Oriented Leadership by the Top Management -- 13.2.3 Organizational Measures to Promote Entrepreneurship -- 13.2.4 Entrepreneurship-Oriented Recruitment and Retention of Executives -- 13.3 Responsibilities of the Supervisory and Executive Boards -- References -- 14: Simplifying and Creating Synergies -- 14.1 Importance -- 14.2 Content -- 14.2.1 Overview -- 14.2.2 Synergy Creation in the Market Positions of the Businesses -- 14.2.3 Simplification Through the Elimination of Unimportant Businesses -- 14.2.4 Synergy Creation Through Cross-Business Resources -- 14.2.5 Simplification of Processes -- 14.2.6 Simplification of the Organization -- 14.3 Responsibilities of the Supervisory and Executive Boards -- References -- 15: Final Remarks -- Bibliography.
001484144 506__ $$aAccess limited to authorized users.
001484144 520__ $$aComplex companies are characterized by high turnover, a wide range of products and services, international operations, a significant number of employees, and decentralized production. In addition to their size and diversity, complex companies are also characterized by high environmental dynamics and significant internal changes. Successfully managing a complex company presents a major challenge. This book begins by providing an overview of the most important tasks for both the supervisory and executive boards. It distinguishes three core tasks, six analysis and design tasks, and two meta-tasks. The individual tasks are then briefly described in a practical manner, including: - The importance of the task - The framework and description of the main subtasks - The responsibilities of the supervisory and executive boards The primary audience for this book is members of supervisory and executive boards of complex companies. It can also be valuable for consultants. Finally, it is suitable as a teaching aid in master's programs, executive courses, and in-house programs of companies. About the Author Prof. Dr. Rudolf Grnig holds a PhD from the University of Bern. He is a professor of management at the University of Fribourg, a board member, and a consultant for large and medium-sized Swiss companies. Additionally, he serves as a lecturer in strategy for executive courses and is an adjunct professor at the Swiss Finance Institute. From 2006 to 2009, he commanded an infantry brigade in the Swiss Army.
001484144 588__ $$aDescription based on online resource; title from digital title page (viewed on December 06, 2023).
001484144 650_6 $$aPlanification stratégique.
001484144 650_6 $$aGouvernement d'entreprise.
001484144 650_6 $$aConseils d'administration.
001484144 650_0 $$aStrategic planning.$$xEnvironmental aspects$$0(DLC)sh2010114805
001484144 650_0 $$aCorporate governance.$$vCongresses$$0(DLC)sh2009118315
001484144 650_0 $$aBoards of directors.
001484144 655_0 $$aElectronic books.
001484144 7001_ $$aMontani, Maude.
001484144 77608 $$iPrint version:$$aGrünig, Rudolf$$tSuccessfully Managing Complex Companies$$dWiesbaden : Springer Fachmedien Wiesbaden GmbH,c2023$$z9783658426729
001484144 852__ $$bebk
001484144 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-3-658-42673-6$$zOnline Access$$91397441.1
001484144 909CO $$ooai:library.usi.edu:1484144$$pGLOBAL_SET
001484144 980__ $$aBIB
001484144 980__ $$aEBOOK
001484144 982__ $$aEbook
001484144 983__ $$aOnline
001484144 994__ $$a92$$bISE