Holistic Management Managing What Matters for Company Success

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

ISBN: 9780471740636 | 0471740632
Cover: Hardcover
Copyright: 5/18/2007

Buy New

Print on Demand: 2-4 Weeks. This item cannot be cancelled or returned.

$182.76

This book presents two recently developed knowledge areas that can significantly improve the management and the performance of business enterprise: System Science and Cybernetics and Key Performance Areas. Included in this book are advanced (and evolving) methods and technologies for planning and budgeting, creating and keeping customers, quality and productivity, innovation, improving organization capability, sustainability in the company's social and ecological environments, and profitability-all integrated with this new viable systems model and system thinking.

Foreword	p. xvii
Preface	p. xxi
Contributors for Chapter 3	p. xxix
From System Science-A New Way to Structure and Manage the Company	p. 1
A Time for Change	p. 1
System Science and the Viable System Model (VSM)	p. 2
Benefits for Management	p. 5
Origins of System Science	p. 6
What is a System?	p. 7
Cybernetics	p. 11
Variety	p. 12
Requisite Variety	p. 14
Black Boxes	p. 17
Homeostats and Heterostats	p. 19
Recursion	p. 20
Information	p. 24
Transduction	p. 25
Self-Organization	p. 26
Self-Control	p. 27
Overview: The Essence of Chapter 1	p. 29
The Viable System Model (VSM)	p. 33
Changing How We Look at the Company	p. 33
Characteristics of a Viable System	p. 35
Conditions Needed for Viability	p. 37
Comprises Operations and the Management of Operations	p. 37
Relates to an External Environment	p. 38
Has a Purpose and a Structure to Achieve Its Purpose	p. 39
Is Largely Self-Organizing and Self-Controlling	p. 39
Is Controlled Through Information Flow Relating to Purpose	p. 40
Provides Control Information Through Feedback Measures	p. 40
Makes Decisions at the Level of Requisite Variety	p. 42
The Viable System Model (VSM)	p. 43
Operations	p. 46
Coordination	p. 48
Functions	p. 48
Corporate Parameters	p. 50
Operations Direction	p. 51
System 3 Responsibilities	p. 52
How System 3 Deals with Problems in Operations	p. 54
Developing Each System 1's Resource Bargain	p. 55
Reviewing Purpose and Determining Short-Term Objectives and Performance Measures	p. 61
Providing Overall Direction of System 1 Operations	p. 64
Effecting Coordination and Stability	p. 64
Making Changes in a System 1 Resource Bargain	p. 65
Providing Overall Direction of Key Management Functions	p. 65
Strategic Direction	p. 68
Research and Development	p. 70
Strategic Planning	p. 71
Innovation	p. 71
Finance	p. 72
Market Research	p. 72
Projects	p. 72
Environmental Affairs	p. 73
System 4 Overview	p. 74
Executive Direction	p. 75
Responsibilities of System 5	p. 78
A System 5 Example	p. 82
System 5 Essential Responsibilities	p. 83
A Chemical Company Example	p. 85
The Pursuit of Purpose	p. 87
Defining the System Is	p. 87
Structuring the Company to Achieve Its Purpose and Goals	p. 88
Maintaining Stability within the Company	p. 89
Creating the Company's Future	p. 90
Viable System Top Management	p. 90
Communication Channels	p. 91
Routine Communication Channel	p. 92
Management Channel	p. 93
System 1s Communication Channel	p. 93
Special Communication Channel	p. 94
Transducers, Amplifiers, and Attenuators	p. 94
Overview: The Essence of Chapter 2	p. 96
How the Viable System Model Improves Performance - Reports on Five Applications	p. 100
The Five Reports	p. 100
Developing a Viable Organization: The Crucial Role of the Meta-system	p. 102
Initial Situation	p. 102
Organizational Diagnosis	p. 103
The Corporate Development Project	p. 103
Follow-Up	p. 104
Conclusions	p. 105
How the VSM Helped Transform a Manufacturing Company in Crisis	p. 107
The Company Situation	p. 107
Analysis and Intervention Using VSM	p. 109
The Alternative Structure	p. 111
Outcomes and Conclusions	p. 113
The MX Corporation	p. 113
Company Situation	p. 113
Introducing the Viable System Model (VSM)	p. 114
Company E	p. 120
Company E, Business 2	p. 122
Applying VSM in the Strategic Management of a Coruna University in Galicia, Spain	p. 124
Galicia and A Coruna University	p. 125
The Viable System Model and the UDC	p. 125
Results	p. 133
Conclusion	p. 133
Using the VSM to Design a Non-Viable System: The Case of the Social Security System for Teachers in Colombia	p. 134
On the Use of the VSM	p. 135
Defining the System in Focus	p. 136
Designing the SSST	p. 138
Project Results	p. 141
Acknowledgments	p. 142
Key Performance Areas That Determine Company Success	p. 143
Profitability	p. 143
Management Economics	p. 145
Key Performance Areas that Determine Company Success	p. 145
Creating and Keeping Customers	p. 150
Quality and Productivity	p. 150
Innovation	p. 151
Organization Capability	p. 152
Physical and Financial Resources	p. 152
Public and Environmental Responsibility	p. 153
Profitability	p. 154
Overview: The Essence of Chapter 4	p. 154
The Viable System Model and Planning and Budgeting	p. 156
A Brief History of Planning	p. 156
The VSM Framework for Planning	p. 159
The Corporate Plan	p. 161
Measures	p. 163
Key Performance Areas	p. 164
Projects	p. 172
Goals and Measures	p. 174
Prioritizing	p. 178
Continuous Planning	p. 178
Budgets and Budgetary Control	p. 183
Continuously?	p. 186
Measures of Success	p. 187
Predictive Control	p. 195
Developing the Measures	p. 196
Communication	p. 198
Overview: The Essence of Chapter 5	p. 202
The Viable System Model and Creating and Keeping Customers	p. 205
How the VSM and System Thinking Helps	p. 206
Marketing	p. 207
Three Key Questions	p. 207
Competitive Position	p. 210
Market Position	p. 212
Diagnosing Sales Revenue	p. 215
Pricing	p. 221
Distribution	p. 222
Advertising, Sales Promotion, and Publicity	p. 223
Customer Service	p. 224
Sales	p. 225
Focus on the Sales Assignment, or Territory	p. 226
Manage the Sales Assignment as a Business	p. 227
Concentrate on Target Customers and Target Prospects	p. 227
Develop Action Plans for Target Customers and Target Prospects	p. 227
Schedule Calls	p. 228
Maximize Selling Time with Customers and Prospects	p. 229
Prepare Each Sales Call	p. 229
See the Right People	p. 230
"Counsel with" More Than "Sell To"	p. 231
Communicate-Ask Questions, and Listen	p. 235
Establish Relationships	p. 236
For Each Customer and Prospect Develop Proposals Good for Them and Good for the Company	p. 236
Get the Order	p. 237
Follow-up and Assure Customer Satisfaction and Delight	p. 237
Sales Planning	p. 238
Analysis of Sales Territory or Sales Assignment	p. 238
Selection of Target Customers and Target Prospects	p. 239
Preparing Customer Sales Plans for Target Customers and Target Prospects	p. 243
Implementation of Customer Sales Plans	p. 243
Measurement	p. 245
Sales Organization Structure	p. 246
Continuous Learning	p. 248
Sales Compensation	p. 249
Innovation	p. 251
Goals and Measures	p. 252
Overview: The Essence of Chapter 6	p. 254
The Viable System Model and Quality and Productivity	p. 257
The New Quality Technologies	p. 257
The Quality/Productivity Connection	p. 258
Quality	p. 259
The Idea of Systems	p. 260
Recursion	p. 261
Self-Organization and Self-Control	p. 263
Productivity	p. 265
Total Productivity	p. 267
Output	p. 269
Labor Inputs	p. 270
Capital Inputs	p. 271
Materials Inputs	p. 272
Energy Inputs	p. 273
Programmed Fixed Costs Inputs	p. 273
Monitoring Total Productivity	p. 273
Total Factor Productivity	p. 274
Economic Productivity	p. 276
Developing the Economic Productivity Measures	p. 277
Partial Economic Productivity Measures	p. 279
How to Improve Economic Productivity	p. 280
One Company's Experience with Economic Productivity	p. 283
Examining the Data	p. 284
Actions Taken, and Results	p. 285
Outcomes	p. 286
Outcomes Add to or Subtract from Company Success	p. 287
A Productivity Measure for Outcomes	p. 289
Overview: The Essence of Chapter 7	p. 291
The Viable System Model and Innovation	p. 297
Google	p. 297
Understanding Innovation	p. 298
Continuous Improvement	p. 301
Quick and Easy Kaizen	p. 302
Value Analysis Tear-Down	p. 304
The VSM Structure for Innovation	p. 306
Some Innovation Stories	p. 310
General Electric	p. 310
3M	p. 311
Studebaker	p. 312
Amgen	p. 313
General Electric's Lexan Business	p. 314
Innovation Opportunities	p. 316
Technology Forecasting	p. 319
Parameters	p. 320
Substitution Theory	p. 320
Innovation Methods	p. 323
TRIZ	p. 325
FAST	p. 327
Creativity	p. 327
Methods for Creative Thinking	p. 327
Brainstorming	p. 328
Paradoxical Thinking	p. 330
Divergent Thinking	p. 331
Bioheuristics	p. 332
Concept Displacement	p. 332
Random Word Play	p. 333
Deliberate Dreaming	p. 333
Creating a Climate for Innovation	p. 334
Continuous Improvement + Innovation	p. 335
Overview: The Essence of Chapter 8	p. 340
The Viable System Model and Organization Capability	p. 342
The Company's Greatest Resource-Its People	p. 343
Motivations	p. 345
Achievement Motivation	p. 346
Power Motivation	p. 347
Other Motivations	p. 348
Motivations and the VSM	p. 349
Black Boxes	p. 350
Designing Jobs	p. 351
The VSM and Company Performance	p. 352
An Example: General Electric	p. 353
Another Example: Google	p. 356
Performance Appraisal	p. 357
Viability	p. 360
VSM, Theory Y, and the HR Motivator Department	p. 361
The VSM and Theory Y	p. 364
The VSM and the Motivator Department	p. 366
Collective IQ	p. 367
Overview: The Essence of Chapter 9	p. 369
The Viable System Model and Public and Environmental Responsibility	p. 373
Viability in Fast-Changing Environments	p. 373
Six Culture-Made Environments	p. 376
The Commercial Environment	p. 376
The Technical Environment	p. 378
The Economic Environment	p. 382
The Political Environment	p. 383
The Social Environment	p. 385
The Educational Environment	p. 386
Ecological Environment	p. 392
The Situation Today	p. 392
Crash and Chaos	p. 396
Parable of the Twenty-ninth Day	p. 398
Stabilize and Maintain	p. 399
Where We Are	p. 401
Threatening Trends	p. 403
Energy	p. 404
Buckminster Fuller's Analysis	p. 405
Nuclear	p. 405
Oil	p. 408
All Fossil Fuels Are Finite	p. 409
Crash and Chaos?	p. 410
Alternatives to Crash and Chaos	p. 411
What Companies are Doing	p. 415
"Development"	p. 417
The Twenty Years from 2005 to 2025	p. 419
Overview: The Essence of Chapter 10	p. 421
The Viable System Model and Profitability	p. 427
Is Profit and Shareholder Value the Company Purpose?	p. 427
Two Metrics: Accounting and Economics	p. 428
Where does Profitability Come From?	p. 433
Management Economics	p. 434
Management Economics Principles	p. 436
Costs	p. 440
A Management Economics Statement of Operating Income	p. 445
An Income Model	p. 452
Another Version of the Income Model	p. 459
Optimizing Concepts	p. 462
Understanding the Income Model	p. 463
Leverage	p. 465
Adjusting for Inflation/Deflation	p. 468
Using the Income Model	p. 470
Some Thoughts on Income Statements	p. 472
Operating Income by Management Economics Accounts	p. 472
A Useful Addition?	p. 474
Management Economics Income Statement	p. 475
Some Management Economics Examples	p. 478
Overview: The Essence of Chapter 11	p. 480
Index	p. 483
Table of Contents provided by Ingram. All Rights Reserved.

Please wait while the item is added to your bag...

FREE SHIPPING

Amazon no longer offers textbook rentals. We do!

Holistic Management Managing What Matters for Company Success

Summary

Author Biography

Table of Contents

Supplemental Materials