Internal communication and management: Theory and praxis communication-centered management
Gespeichert in:
| Hauptverfasser: | , |
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Wiesbaden
Springer
[2023]
|
| Schlagworte: | |
| Online-Zugang: | Inhaltstext http://www.springer.com/ Inhaltsverzeichnis |
| Beschreibung: | XV, 248 Seiten |
| ISBN: | 9783658386139 3658386134 |
Internformat
MARC
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| 020 | |a 3658386134 |9 3-658-38613-4 | ||
| 024 | 3 | |a 9783658386139 | |
| 028 | 5 | 2 | |a Bestellnummer: 978-3-658-38613-9 |
| 028 | 5 | 2 | |a Bestellnummer: 89162349 |
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| 100 | 1 | |a Buchholz, Ulrike |e Verfasser |0 (DE-588)142704636 |4 aut | |
| 245 | 1 | 0 | |a Internal communication and management |b Theory and praxis communication-centered management |c Ulrike Buchholz, Susanne Knorre |
| 264 | 1 | |a Wiesbaden |b Springer |c [2023] | |
| 264 | 4 | |c © 2023 | |
| 300 | |a XV, 248 Seiten | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 0 | 7 | |a Innerbetriebliche Kommunikation |0 (DE-588)4203966-6 |2 gnd |9 rswk-swf |
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| 653 | |a Book Corporate Management | ||
| 653 | |a Basics of corporate management | ||
| 653 | |a Strategic controlling | ||
| 653 | |a Management Communication | ||
| 653 | |a Change Management | ||
| 653 | |a Agility | ||
| 653 | |a Agile Management | ||
| 653 | |a Management tasks | ||
| 653 | |a Company | ||
| 653 | |a Competence | ||
| 653 | |a Task | ||
| 653 | |a Challenge | ||
| 653 | |a Executive | ||
| 653 | |a Strategy | ||
| 653 | |a Employees | ||
| 653 | |a Organization | ||
| 653 | |a Practical example | ||
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| 700 | 1 | |a Knorre, Susanne |d 1961- |e Verfasser |0 (DE-588)142704946 |4 aut | |
| 710 | 2 | |a Springer Fachmedien Wiesbaden |0 (DE-588)1043386068 |4 pbl | |
| 776 | 0 | 8 | |i Erscheint auch als |n Online-Ausgabe |z 9783658386146 |
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Datensatz im Suchindex
| _version_ | 1804184800754401280 |
|---|---|
| adam_text | CONTENTS
PART
I
INTERNAL
COMMUNICATION
AND
MANAGEMENT:
A
THEORETICAL
POSITIONING
1
1
COMMUNICATION-CENTERED
MANAGEMENT:
A
NEW
PARADIGM
FOR
INTERNAL
COMMUNICATION
3
1.1
COMMUNICATIVE
ACTION
IN
ORGANIZATIONS:
ON
THE
INTENTION
AND
CONCEPT
OF
AN
INTERDISCIPLINARY
VIEW
OF
INTERNAL
COMMUNICATION
......................................
3
1.2
INTERNAL
COMMUNICATION:
DEFINITION
AND
OBJECTIVES
....................................
6
REFERENCES
..................................................................................................................
9
2
INTERNAL
COMMUNICATION
AND
MANAGEMENT:
ESSENTIALS
OF
COMMUNICATION
CENTERED
MANAGEMENT
THEORY
11
2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES
.................................................
14
2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM
.......................................................
16
2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS
.........................................................
17
REFERENCES
.....................................................................................................................
19
3
PERSPECTIVES
ON
INTERNAL
COMMUNICATION
IN
THE
CONTEXT
OF
AGILE
MANAGEMENT:
A
CONCEPTUAL
ASSESSMENT
OF
THE
CURRENT
POSITIONING
21
3.1
CORPORATE
MANAGEMENT
IN
A
VUCA
WORLD
...................................................
22
3.2
AGILITY
AS
A
RESPONSE
TO
VUCA
CONDITIONS
.................................................
24
3.3
COMMUNICATION-CENTERED
ACTION
AS
A
CONDITION
FOR
AGILITY
.....................
27
3.3.1
KEY
COMPONENT
ATTENTION
.................................................................
29
3.3.2
KEY
COMPONENT
VIGILANCE
.................................................................
30
3.3.3
STEERING
VARIABLE
PURPOSE:
MEANING
AND
ORIENTATION
....................
31
3.3.4
STEERING
VARIABLE
MINDSET:
ATTITUDE
AND
LOGIC
OF
ACTION
........
32
3.3.5
STEERING
VARIABLE
RELATION:
COLLABORATION
AND
NETWORKING
............
33
3.3.6
STEERING
VARIABLE
COMPETENCE:
KNOWLEDGE
AND
DIVERSITY
............
35
3.3.7
ENABLER
SELF-DIRECTION
.......................................................................
39
3.3.8
ENABLER
LEADERSHIP
...........................................................................
40
REFERENCES
..................................................................................................................
42
VI
CONTENTS
PART
II
MANAGEMENT
TASKS
AND
THE
CONTRIBUTION
OF
INTERNAL
COMMUNICATION
45
4
GOALS
AND
NORMS
47
4.1
THE
GENERAL
FUNCTION
PROFILE:
ESTABLISHING
IDENTITY,
DEFINING
THE
BASES
FOR
ACTION
AND
STRUCTURING
LEGITIMACY
......................................................
49
4.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
CONVINCING
INTERNAL
AND
EXTERNAL
STAKEHOLDERS
WITH
PURPOSE,
SENSEMAKING
AND
MINDSET
......
53
4.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
SECURING
THE
LICENSE
TO
OPERATE
AND
LAYING
THE
FOUNDATION
FOR
PROMISING
COOPERATIVE
VENTURES
................................................................................................
56
4.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
SECURING
LOYALTY
AND
ENABLING
ORIENTATION
..............................................................
58
4.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
MAKING
THE
IDENTITY
OF
THE
ENTIRE
VALUE-CREATION
SYSTEM
CONTINUOUSLY
VISIBLE
WITH
THE
HELP
OF
A
MEANINGFUL
FRAME
OF
REFERENCE
...........................................
60
4.3
CASE
STUDY
.........................................................................................................
63
REFERENCES
...................................................................................................................
66
5
ORGANIZATION
69
5.1
THE
GENERAL
FUNCTION
PROFILE:
USING
THE
STRUCTURAL
FEATURES
OF
HIERARCHY
AND
HETERARCHY
FOR
ORGANIZATIONAL
DESIGN
..................................................
70
5.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
UNDERSTANDING
FRACTAL
ORGANIZATIONS
AS
A
NEW
PARADIGM
.........................................................
72
5.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
EXCHANGE
AND
ABSORPTION
AS
EXISTENTIAL
ORGANIZATIONAL
CHARACTERISTICS
..
73
5.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
A
GROUP
OF
SELF-DIRECTING
GROUPS
.....................................................................................
74
5.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
SHAPING
AND
MAINTAINING
CORPORATE
CULTURE
....................................................................
79
5.3
CASE
STUDY
.........................................................................................................
81
REFERENCES
...................................................................................................................
83
6
NETWORK
MANAGEMENT
85
6.1
THE
GENERAL
FUNCTION
PROFILE:
IMPLEMENTING
DIFFERENT
STRATEGIES
WITH
DIVERSE
NETWORKS
.................................................................................................
86
6.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
UNLEASHING
THE
POTENTIAL
OF
PARTIAL
AUTONOMY
AND
ENABLING
COLLABORATION
...................................
89
6.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
INCREASING
THE
PERMEABILITY
OF
SYSTEM
BOUNDARIES
...................................................
90
6.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
NETWORKS
ENABLE
DUAL
OPERATING
SYSTEMS
..................................................................
92
6.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
LEADING
NETWORKS
POST
HEROICALLY
.................................................................................
95
CONTENTS
VII
6.3
CASE
STUDY
........................................................................................................
97
REFERENCES
..................................................................................................................
99
7
HUMAN
RESOURCES
MANAGEMENT
AND
LEADERSHIP
103
7.1
THE
GENERAL
FUNCTION
PROFILE:
BRINGING
ABOUT
PARTICIPATION
AND
A
WILLINGNESS
TO
PERFORM
AND
USING
DIVERSITY
TO
THIS
END
............................................
104
7.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
TRIGGERING
REFLECTION
ON
DECISION-MAKING
ROUTINES
IN
A
LEARNING
ORGANIZATION
.......................
ILL
7.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
LEVERAGING
POTENTIAL
BY
INCORPORATING
DIVERSITY
FROM
THE
COMPANY
ENVIRONMENT
...............
115
7.2.2
ORGANIZATION
AS
A
VALUE
-
CREATION
SYSTEM:
SUPPORTING
DECISION
MAKING
INSIGHTS
WITH
THE
HELP
OF
ORGANIZATIONAL
ROUTINES
.............
116
7.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
STRUCTURING
THE
ORGANIZATION
S
ABILITY
AND
WILLINGNESS
TO
REFLECT
..................
118
7.3
CASE
STUDY
........................................................................................................
120
REFERENCES
..................................................................................................................
123
8
CONTROLLING
127
8.1
THE
GENERAL
FUNCTION
PROFILE:
DECIDING
AS
RATIONALLY
AS
POSSIBLE
AND
CONTROLLING
WITHOUT
LOSS
OF
CONTROL
....................................................
128
8.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
STEERING
AGILELY
THROUGH
STAKEHOLDER
RELATIONSHIPS
WITH
PLAUSIBLE
INSIGHTS
...............................
131
8.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
STEERING
THROUGH
THE
STAKEHOLDER
ENVIRONMENT
.......................................................
133
8.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
DEVELOPING
PLAUSIBLE
COMPANY-SPECIFIC
CONTROLLING
MODELS
...................................
135
8.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
UNDERSTANDING
THE
UNPLANNED
AS
AN
OPPORTUNITY
...............................................
140
8.3
CASE
STUDY
................................................................................
142
REFERENCES
.....................................................................................................................
144
9
CORPORATE
GOVERNANCE
147
9.1
THE
GENERAL
FUNCTION
PROFILE:
IMPLEMENTING
BINDING
RULES
OF
CONDUCT
TO
AVOID
ECONOMIC
LOSSES
AND
DAMAGE
TO
REPUTATION
...............................
150
9.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
CREATING
A
COMPLIANCE
CULTURE
AND
KEEPING
IT
ALIVE
THROUGH
COMMUNICATION
...................................
151
9.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
USING
COMPLIANCE
AS
AN
ORIENTATION
ANCHOR
FOR
EMPLOYEES
ABILITY
TO
COOPERATE
AND
THUS
STRENGTHENING
RELATIONSHIPS
WITH
EXTERNAL
PARTNERS
152
9.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
UNDERSTANDING
COMPLIANCE
CHARACTERISTICS
AND
BEING
ABLE
TO
RECOGNIZE
AND
AVERT
COMPANY
SPECIFIC
COMPLIANCE
RISKS
...................................................
153
VIII
CONTENTS
9.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
INSTALLING
DIALOG-ORIENTED
FEEDBACK
PROCEDURES
IN
ORDER
TO
BE
ABLE
TO
MAKE
SOVEREIGN,
MORALLY
SUPPORTIVE
DECISIONS
EVERYWHERE
IN
THE
COMPANY
............................
158
9.3
CASE
STUDY
...........................................................................................................
159
REFERENCES
...................................................................................................................
161
10
RISK
MANAGEMENT
163
10.1
THE
GENERAL
FUNCTION
PROFILE:
FIGHTING
THE
LOSS
OF
CONTROL
WITH
EARLY
DETECTION,
CONTROL
AND
REPORTING
.......................................................
165
10.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
BUILDING
RISK
CULTURE
AND
ENABLING
RISK-AWARE
DECISION-MAKING
.............................................
171
10.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
TAKING
RISKS
IN
A
CONTROLLED
MANNER
.................................................................
172
10.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
COMMUNICATING
NORMS
AND
BOUNDARIES
....................................................................
175
10.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
RISK
MANAGEMENT
BETWEEN
DEFENSIVE
PREVENTION
AND
OFFENSIVE
EXPLOITATION
OF
OPPORTUNITIES
.....................................................................................
178
10.3
CASE
STUDY
.........................................................................................................
179
REFERENCES
...................................................................................................................
181
11
CRISIS
MANAGEMENT
183
11.1
THE
GENERAL
FUNCTION
PROFILE:
PREPARING
FOR
CRISES
WITH
A
CRISIS
PLAN
AND
MODEL
STRATEGIES
................................................................................
184
11.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
MANAGING
CRISES
THROUGH
COMMUNICATIVE
ACTIONS
......................................................................
186
11.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
CRISIS
MANAGEMENT
AS
STAKEHOLDER
MANAGEMENT
..................................................................
187
11.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
MOBILIZING
INTERNAL
RESOURCES
FOR
CRISIS
MANAGEMENT
.....................................
188
11.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
MAINTAINING
THE
ABILITY
TO
ACT
AT
ALL
TIMES
.................................................................................
190
11.3
CASE
STUDY
......................................................................................................
192
REFERENCES
...................................................................................................................
194
12
KNOWLEDGE
AND
INNOVATION
MANAGEMENT
197
12.1
THE
GENERAL
FUNCTIONPROFILE:
RECOGNIZING
AND
LEVERAGING
ORGANIZATIONAL
KNOWLEDGE
AS
INNOVATION
POTENTIAL
..................................................
198
12.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
SUPPORTING
OPEN
INNOVATION
PROCESSES
AND
MOBILIZING
EMERGENT
FORCES
.................................................
202
12.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
SYSTEMATIC
LISTENING
BY
MEANS
OF
OUTSIDE-IN
COMMUNICATION
...............................................
203
CONTENTS
IX
12.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
STRENGTHENING
THE
ABSORPTION
AND
PROCESSING
CAPACITY
.................................................207
12.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
INNOVATION
MANAGEMENT
BETWEEN
PLANNING
AND
EMERGENCE
.....................................................
213
12.3
CASE
STUDY
........................................................................................................
216
REFERENCES
.....................................................................................................................218
13
CHANGE
MANAGEMENT
221
13.1
THE
GENERAL
FUNCTION
PROFILE:
IMPLEMENTING
CHANGE
EQUALLY
SUCCESSFULLY
UNDER
CLEAR
OR
COMPLEX
CIRCUMSTANCES
.....................................................
222
13.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
MANAGING
CHANGE
WITH
A
FOCUS
ON
RESULTS
OR
SHAPING
CONTINUOUS
CHANGE
......................................
227
13.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
SHAPING
ORGANIZATIONAL
VIGILANCE
IN
ORDER
TO
BE
ABLE
TO
RECOGNIZE
THE
NEED
FOR
CHANGE
AT
AN
EARLY
STAGE
....................................................................229
13.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
MAKING
REASONS
FOR
AMBIDEXTRY
TRANSPARENT
AND
ACTIVATING
A
FASCINATION
FOR
DIFFERENT
PROCEDURAL
RULES
................................................................
230
13.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
DESIGNING
A
CHANGE
SYSTEM
THAT
IS
CAPABLE
OF
LEARNING
AND
DEVELOPING
AND
KEEPING
IT
ALIVE
IN
THE
COMPANY
THROUGH
OPEN
DIALOG
...............................
232
13.3
CASE
STUDY
.....................................................................................................
236
REFERENCES
..................................................................................................................
239
APPENDIX:
FROM
INTERNAL
COMMUNICATION
MANAGEMENT
TO
COMMUNICATION
CENTERED
MANAGEMENT:
CONCLUSION
AND
OUTLOOK
241
|
| adam_txt |
CONTENTS
PART
I
INTERNAL
COMMUNICATION
AND
MANAGEMENT:
A
THEORETICAL
POSITIONING
1
1
COMMUNICATION-CENTERED
MANAGEMENT:
A
NEW
PARADIGM
FOR
INTERNAL
COMMUNICATION
3
1.1
COMMUNICATIVE
ACTION
IN
ORGANIZATIONS:
ON
THE
INTENTION
AND
CONCEPT
OF
AN
INTERDISCIPLINARY
VIEW
OF
INTERNAL
COMMUNICATION
.
3
1.2
INTERNAL
COMMUNICATION:
DEFINITION
AND
OBJECTIVES
.
6
REFERENCES
.
9
2
INTERNAL
COMMUNICATION
AND
MANAGEMENT:
ESSENTIALS
OF
COMMUNICATION
CENTERED
MANAGEMENT
THEORY
11
2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES
.
14
2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM
.
16
2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS
.
17
REFERENCES
.
19
3
PERSPECTIVES
ON
INTERNAL
COMMUNICATION
IN
THE
CONTEXT
OF
AGILE
MANAGEMENT:
A
CONCEPTUAL
ASSESSMENT
OF
THE
CURRENT
POSITIONING
21
3.1
CORPORATE
MANAGEMENT
IN
A
VUCA
WORLD
.
22
3.2
AGILITY
AS
A
RESPONSE
TO
VUCA
CONDITIONS
.
24
3.3
COMMUNICATION-CENTERED
ACTION
AS
A
CONDITION
FOR
AGILITY
.
27
3.3.1
KEY
COMPONENT
ATTENTION
.
29
3.3.2
KEY
COMPONENT
VIGILANCE
.
30
3.3.3
STEERING
VARIABLE
PURPOSE:
MEANING
AND
ORIENTATION
.
31
3.3.4
STEERING
VARIABLE
MINDSET:
ATTITUDE
AND
LOGIC
OF
ACTION
.
32
3.3.5
STEERING
VARIABLE
RELATION:
COLLABORATION
AND
NETWORKING
.
33
3.3.6
STEERING
VARIABLE
COMPETENCE:
KNOWLEDGE
AND
DIVERSITY
.
35
3.3.7
ENABLER
SELF-DIRECTION
.
39
3.3.8
ENABLER
LEADERSHIP
.
40
REFERENCES
.
42
VI
CONTENTS
PART
II
MANAGEMENT
TASKS
AND
THE
CONTRIBUTION
OF
INTERNAL
COMMUNICATION
45
4
GOALS
AND
NORMS
47
4.1
THE
GENERAL
FUNCTION
PROFILE:
ESTABLISHING
IDENTITY,
DEFINING
THE
BASES
FOR
ACTION
AND
STRUCTURING
LEGITIMACY
.
49
4.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
CONVINCING
INTERNAL
AND
EXTERNAL
STAKEHOLDERS
WITH
PURPOSE,
SENSEMAKING
AND
MINDSET
.
53
4.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
SECURING
THE
"
LICENSE
TO
OPERATE
"
AND
LAYING
THE
FOUNDATION
FOR
PROMISING
COOPERATIVE
VENTURES
.
56
4.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
SECURING
LOYALTY
AND
ENABLING
ORIENTATION
.
58
4.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
MAKING
THE
IDENTITY
OF
THE
ENTIRE
VALUE-CREATION
SYSTEM
CONTINUOUSLY
VISIBLE
WITH
THE
HELP
OF
A
MEANINGFUL
FRAME
OF
REFERENCE
.
60
4.3
CASE
STUDY
.
63
REFERENCES
.
66
5
ORGANIZATION
69
5.1
THE
GENERAL
FUNCTION
PROFILE:
USING
THE
STRUCTURAL
FEATURES
OF
HIERARCHY
AND
HETERARCHY
FOR
ORGANIZATIONAL
DESIGN
.
70
5.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
UNDERSTANDING
FRACTAL
ORGANIZATIONS
AS
A
NEW
PARADIGM
.
72
5.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
EXCHANGE
AND
ABSORPTION
AS
EXISTENTIAL
ORGANIZATIONAL
CHARACTERISTICS
.
73
5.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
A
GROUP
OF
SELF-DIRECTING
GROUPS
.
74
5.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
SHAPING
AND
MAINTAINING
CORPORATE
CULTURE
.
79
5.3
CASE
STUDY
.
81
REFERENCES
.
83
6
NETWORK
MANAGEMENT
85
6.1
THE
GENERAL
FUNCTION
PROFILE:
IMPLEMENTING
DIFFERENT
STRATEGIES
WITH
DIVERSE
NETWORKS
.
86
6.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
UNLEASHING
THE
POTENTIAL
OF
PARTIAL
AUTONOMY
AND
ENABLING
COLLABORATION
.
89
6.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
INCREASING
THE
PERMEABILITY
OF
SYSTEM
BOUNDARIES
.
90
6.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
NETWORKS
ENABLE
DUAL
OPERATING
SYSTEMS
.
92
6.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
LEADING
NETWORKS
POST
HEROICALLY
.
95
CONTENTS
VII
6.3
CASE
STUDY
.
97
REFERENCES
.
99
7
HUMAN
RESOURCES
MANAGEMENT
AND
LEADERSHIP
103
7.1
THE
GENERAL
FUNCTION
PROFILE:
BRINGING
ABOUT
PARTICIPATION
AND
A
WILLINGNESS
TO
PERFORM
AND
USING
DIVERSITY
TO
THIS
END
.
104
7.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
TRIGGERING
REFLECTION
ON
DECISION-MAKING
ROUTINES
IN
A
LEARNING
ORGANIZATION
.
ILL
7.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
LEVERAGING
POTENTIAL
BY
INCORPORATING
DIVERSITY
FROM
THE
COMPANY
ENVIRONMENT
.
115
7.2.2
ORGANIZATION
AS
A
VALUE
-
CREATION
SYSTEM:
SUPPORTING
DECISION
MAKING
INSIGHTS
WITH
THE
HELP
OF
ORGANIZATIONAL
ROUTINES
.
116
7.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
STRUCTURING
THE
ORGANIZATION
'
S
ABILITY
AND
WILLINGNESS
TO
REFLECT
.
118
7.3
CASE
STUDY
.
120
REFERENCES
.
123
8
CONTROLLING
127
8.1
THE
GENERAL
FUNCTION
PROFILE:
DECIDING
AS
RATIONALLY
AS
POSSIBLE
AND
CONTROLLING
WITHOUT
LOSS
OF
CONTROL
.
128
8.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
STEERING
AGILELY
THROUGH
STAKEHOLDER
RELATIONSHIPS
WITH
PLAUSIBLE
INSIGHTS
.
131
8.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
STEERING
THROUGH
THE
STAKEHOLDER
ENVIRONMENT
.
133
8.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
DEVELOPING
PLAUSIBLE
COMPANY-SPECIFIC
CONTROLLING
MODELS
.
135
8.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
UNDERSTANDING
THE
UNPLANNED
AS
AN
OPPORTUNITY
.
140
8.3
CASE
STUDY
.
142
REFERENCES
.
144
9
CORPORATE
GOVERNANCE
147
9.1
THE
GENERAL
FUNCTION
PROFILE:
IMPLEMENTING
BINDING
RULES
OF
CONDUCT
TO
AVOID
ECONOMIC
LOSSES
AND
DAMAGE
TO
REPUTATION
.
150
9.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
CREATING
A
COMPLIANCE
CULTURE
AND
KEEPING
IT
ALIVE
THROUGH
COMMUNICATION
.
151
9.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
USING
COMPLIANCE
AS
AN
ORIENTATION
ANCHOR
FOR
EMPLOYEES
'
ABILITY
TO
COOPERATE
AND
THUS
STRENGTHENING
RELATIONSHIPS
WITH
EXTERNAL
PARTNERS
152
9.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
UNDERSTANDING
COMPLIANCE
CHARACTERISTICS
AND
BEING
ABLE
TO
RECOGNIZE
AND
AVERT
COMPANY
SPECIFIC
COMPLIANCE
RISKS
.
153
VIII
CONTENTS
9.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
INSTALLING
DIALOG-ORIENTED
FEEDBACK
PROCEDURES
IN
ORDER
TO
BE
ABLE
TO
MAKE
SOVEREIGN,
MORALLY
SUPPORTIVE
DECISIONS
EVERYWHERE
IN
THE
COMPANY
.
158
9.3
CASE
STUDY
.
159
REFERENCES
.
161
10
RISK
MANAGEMENT
163
10.1
THE
GENERAL
FUNCTION
PROFILE:
FIGHTING
THE
LOSS
OF
CONTROL
WITH
EARLY
DETECTION,
CONTROL
AND
REPORTING
.
165
10.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
BUILDING
RISK
CULTURE
AND
ENABLING
RISK-AWARE
DECISION-MAKING
.
171
10.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
TAKING
RISKS
IN
A
CONTROLLED
MANNER
.
172
10.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
COMMUNICATING
NORMS
AND
BOUNDARIES
.
175
10.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
RISK
MANAGEMENT
BETWEEN
DEFENSIVE
PREVENTION
AND
OFFENSIVE
EXPLOITATION
OF
OPPORTUNITIES
.
178
10.3
CASE
STUDY
.
179
REFERENCES
.
181
11
CRISIS
MANAGEMENT
183
11.1
THE
GENERAL
FUNCTION
PROFILE:
PREPARING
FOR
CRISES
WITH
A
CRISIS
PLAN
AND
MODEL
STRATEGIES
.
184
11.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
MANAGING
CRISES
THROUGH
COMMUNICATIVE
ACTIONS
.
186
11.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
CRISIS
MANAGEMENT
AS
STAKEHOLDER
MANAGEMENT
.
187
11.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
MOBILIZING
INTERNAL
RESOURCES
FOR
CRISIS
MANAGEMENT
.
188
11.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
MAINTAINING
THE
ABILITY
TO
ACT
AT
ALL
TIMES
.
190
11.3
CASE
STUDY
.
192
REFERENCES
.
194
12
KNOWLEDGE
AND
INNOVATION
MANAGEMENT
197
12.1
THE
GENERAL
FUNCTIONPROFILE:
RECOGNIZING
AND
LEVERAGING
ORGANIZATIONAL
KNOWLEDGE
AS
INNOVATION
POTENTIAL
.
198
12.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
SUPPORTING
OPEN
INNOVATION
PROCESSES
AND
MOBILIZING
EMERGENT
FORCES
.
202
12.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
SYSTEMATIC
LISTENING
BY
MEANS
OF
OUTSIDE-IN
COMMUNICATION
.
203
CONTENTS
IX
12.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
STRENGTHENING
THE
ABSORPTION
AND
PROCESSING
CAPACITY
.207
12.2.3
MANAGEMENT
AS
REFLEXIVE
DESIGN
PRAXIS:
INNOVATION
MANAGEMENT
BETWEEN
PLANNING
AND
EMERGENCE
.
213
12.3
CASE
STUDY
.
216
REFERENCES
.218
13
CHANGE
MANAGEMENT
221
13.1
THE
GENERAL
FUNCTION
PROFILE:
IMPLEMENTING
CHANGE
EQUALLY
SUCCESSFULLY
UNDER
CLEAR
OR
COMPLEX
CIRCUMSTANCES
.
222
13.2
THE
COMMUNICATION-CENTERED
FUNCTION
PROFILE:
MANAGING
CHANGE
WITH
A
FOCUS
ON
RESULTS
OR
SHAPING
CONTINUOUS
CHANGE
.
227
13.2.1
ENVIRONMENT
AS
A
LANDSCAPE
OF
POSSIBILITIES:
SHAPING
ORGANIZATIONAL
VIGILANCE
IN
ORDER
TO
BE
ABLE
TO
RECOGNIZE
THE
NEED
FOR
CHANGE
AT
AN
EARLY
STAGE
.229
13.2.2
ORGANIZATION
AS
A
VALUE-CREATION
SYSTEM:
MAKING
REASONS
FOR
AMBIDEXTRY
TRANSPARENT
AND
ACTIVATING
A
FASCINATION
FOR
DIFFERENT
PROCEDURAL
RULES
.
230
13.2.3
MANAGEMENT
AS
A
REFLEXIVE
DESIGN
PRAXIS:
DESIGNING
A
CHANGE
SYSTEM
THAT
IS
CAPABLE
OF
LEARNING
AND
DEVELOPING
AND
KEEPING
IT
ALIVE
IN
THE
COMPANY
THROUGH
OPEN
DIALOG
.
232
13.3
CASE
STUDY
.
236
REFERENCES
.
239
APPENDIX:
FROM
INTERNAL
COMMUNICATION
MANAGEMENT
TO
COMMUNICATION
CENTERED
MANAGEMENT:
CONCLUSION
AND
OUTLOOK
241 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Buchholz, Ulrike Knorre, Susanne 1961- |
| author_GND | (DE-588)142704636 (DE-588)142704946 |
| author_facet | Buchholz, Ulrike Knorre, Susanne 1961- |
| author_role | aut aut |
| author_sort | Buchholz, Ulrike |
| author_variant | u b ub s k sk |
| building | Verbundindex |
| bvnumber | BV048652701 |
| classification_rvk | QP 342 |
| ctrlnum | (OCoLC)1384451155 (DE-599)DNB1260938581 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV048652701 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:20:14Z |
| indexdate | 2024-07-10T09:45:06Z |
| institution | BVB |
| institution_GND | (DE-588)1043386068 |
| isbn | 9783658386139 3658386134 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034027457 |
| oclc_num | 1384451155 |
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| owner | DE-473 DE-BY-UBG |
| owner_facet | DE-473 DE-BY-UBG |
| physical | XV, 248 Seiten |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer |
| record_format | marc |
| spelling | Buchholz, Ulrike Verfasser (DE-588)142704636 aut Internal communication and management Theory and praxis communication-centered management Ulrike Buchholz, Susanne Knorre Wiesbaden Springer [2023] © 2023 XV, 248 Seiten txt rdacontent n rdamedia nc rdacarrier Innerbetriebliche Kommunikation (DE-588)4203966-6 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Book Corporate Management Basics of corporate management Strategic controlling Management Communication Change Management Agility Agile Management Management tasks Company Competence Task Challenge Executive Strategy Employees Organization Practical example Führung (DE-588)4018776-7 s Innerbetriebliche Kommunikation (DE-588)4203966-6 s DE-604 Knorre, Susanne 1961- Verfasser (DE-588)142704946 aut Springer Fachmedien Wiesbaden (DE-588)1043386068 pbl Erscheint auch als Online-Ausgabe 9783658386146 X:MVB text/html http://deposit.dnb.de/cgi-bin/dokserv?id=43e46cbe281d48b386db5dbd3324fb9c&prov=M&dok_var=1&dok_ext=htm Inhaltstext X:MVB http://www.springer.com/ DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034027457&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p vlb 20220626 DE-101 https://d-nb.info/provenance/plan#vlb |
| spellingShingle | Buchholz, Ulrike Knorre, Susanne 1961- Internal communication and management Theory and praxis communication-centered management Innerbetriebliche Kommunikation (DE-588)4203966-6 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4203966-6 (DE-588)4018776-7 |
| title | Internal communication and management Theory and praxis communication-centered management |
| title_auth | Internal communication and management Theory and praxis communication-centered management |
| title_exact_search | Internal communication and management Theory and praxis communication-centered management |
| title_exact_search_txtP | Internal communication and management Theory and praxis communication-centered management |
| title_full | Internal communication and management Theory and praxis communication-centered management Ulrike Buchholz, Susanne Knorre |
| title_fullStr | Internal communication and management Theory and praxis communication-centered management Ulrike Buchholz, Susanne Knorre |
| title_full_unstemmed | Internal communication and management Theory and praxis communication-centered management Ulrike Buchholz, Susanne Knorre |
| title_short | Internal communication and management |
| title_sort | internal communication and management theory and praxis communication centered management |
| title_sub | Theory and praxis communication-centered management |
| topic | Innerbetriebliche Kommunikation (DE-588)4203966-6 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Innerbetriebliche Kommunikation Führung |
| url | http://deposit.dnb.de/cgi-bin/dokserv?id=43e46cbe281d48b386db5dbd3324fb9c&prov=M&dok_var=1&dok_ext=htm http://www.springer.com/ http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=034027457&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT buchholzulrike internalcommunicationandmanagementtheoryandpraxiscommunicationcenteredmanagement AT knorresusanne internalcommunicationandmanagementtheoryandpraxiscommunicationcenteredmanagement AT springerfachmedienwiesbaden internalcommunicationandmanagementtheoryandpraxiscommunicationcenteredmanagement |