Successfully Managing Complex Companies: Challenge for Supervisory and Executive Boards

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