Intro
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.

7: 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.

12.2.1 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.