warmly recommend this book to all managers. Reading this book allows you to become conscious of your own attitude and the way you treat your employees. This is more crucial today than ever. A manager cannot be successful for the long-term if he or she misses the mark in answering the question ‘Who is meant to be for whom?’
The most important job of those bearing executive responsibility is to mould the company in such a way that it attracts innovation – that means creating conditions that bring forth new initiatives. All those involved must have room to develop and contribute their own ideas.
The more the people at a company realise what needs doing themselves and take initiative on their own, the more entrepreneurial it will be. If you want to adopt this realisation for yourself, reading this book will be an important step on the path.
June 2013 Prof. Götz W. Werner
Inhalt
Foreword to the English edition
Foreword to the German edition
1.1 Management: a question of attitude
2 Questionable values in business studies
2.5 How questionable values affect managers’ attitudes
3 Developing a model for good management
3.1 Theories of management in management literature
3.2 The attitude of management as a precondition for good leadership
3.2.5 Dark management put to the test
3.2.6 Further development of a model of management
3.3 Guidelines of good management
3.3.2 Contributing to the whole
3.3.3 Focusing on the essentials
3.3.4 Using the strengths available
3.3.5 Positive thinking
3.3.6 Being true to your word
3.3.7 Involving employees
3.3.8 Authenticity
3.4 Tasks of good management
3.4.1 Provide objectives
3.4.2 Change
3.4.3 Coordination
3.4.4 Developing employees
3.5 Instruments of good management
3.5.1 Developing and communicating a business strategy
3.5.2 Planning and checks
3.5.3 Organisation and improvisation
3.5.4 Minutes and policies
3.5.5 Task analysis
3.5.6 Team meetings
3.5.7 Performance reviews
3.5.8 Time management
3.5.9 Active listening and feedback
3.5.10 Systematic waste disposal
4 Good management is also a question of decency
4.1 Decent company management in a business context
4.1.1 Transparency
4.1.2 Limiting the return on investment
4.1.3 Performance-related pay and profit-sharing for employees
4.1.4 Relative limits on managers’ income
4.1.5 Preventing low wages
4.2 Decent company management in a social context
4.2.1 Limiting the size of organisational units
