E-Book, Englisch, 197 Seiten
Bieger / Heer / Kuster An Introduction to Management Studies
1. Auflage 2021
ISBN: 978-3-8463-5656-2
Verlag: UTB
Format: EPUB
Kopierschutz: 6 - ePub Watermark
Based on the St. Gallen Management Model
E-Book, Englisch, 197 Seiten
ISBN: 978-3-8463-5656-2
Verlag: UTB
Format: EPUB
Kopierschutz: 6 - ePub Watermark
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.
Autoren/Hrsg.
Weitere Infos & Material
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
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,...
