Management philosophy

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As a management philosophy , Hans Ulrich defines the fundamental attitudes, convictions, and values that influence the thinking and actions of key managers in a company.

This definition, to be taken seriously, is juxtaposed with an ironically used definition. This denotes management fashions . Since the 1980s a rapidly growing market for management advisory literature has emerged, in which millions of books are sold each year around the world, which essentially deal with the following question: "What should be done in organizations if ...". Many of these guides have been marketed as a new management philosophy . Management philosophy oscillates between charlatanism and practical philosophy as an antidote to bureaucratization tendencies of organizations.

Critical analyzes identify five problem areas:

  1. Management philosophy prevents management from becoming more professional, since it is old wine in new bottles ;
  2. Management philosophy only produces hot air, it is trivial, short-lived and fashion-oriented;
  3. Management philosophy is above all a lucrative business and as such dubious;
  4. Management philosophy contradicts itself continuously and thus represents a death pill of logic;
  5. Management philosophy with its sometimes radical concepts deregulate historically grown structures of the working society.

The remarkable innovations in the management genre by management philosophers are meanwhile "de-dramatized" by some scientists ( Helmut Willke ). From the point of view of a post-classical management understanding, productive services exist if one assumes that decisions can no longer be made according to a true / false code. It then becomes the task of an injunctive management philosophy to always put new constructions in the place of undecidability (Weber 2005). The tendency towards catchwords of many management philosophers is seen positively, or understood as "a kind of premature birth of the terms" ( Norbert Bolz ), which is about symbolically condensing, staging and communicating management trends. Dirk Baecker sees the management philosophy as a philosophy of injunctions, i.e. requests that aim not at theoretical, but practical reflection.

Sources and individual references

  1. ↑ Hans Ulrich, Management, Collected Essays , Bern, 1984, p. 312.
  2. ↑ see Winfried W. Weber, Innovation through Injunction , Göttingen, Verlag Sordon, 2005, pp. 44–49 and pp. 80–92
  3. ↑ see Dirk Baecker, Organization als System, Frankfurt am Main, Suhrkamp Verlag, 1999, p. 218

literature

  • Dirk Baecker , What does a consultant do in a self-organized system ?, in: ders .: Organization and Management, Frankfurt / Main, Suhrkamp Verlag 2003
  • Dirk Baecker , Organization as a System, Frankfurt / Main, Suhrkamp Verlag, 1999
  • Norbert Bolz  : complexity and Trend Magic , in: HW Ahlemeyer, R. Königswieser: Managing complexity, Frankfurt am Main, 1997, ISBN 3-409-19316-2
  • Andrzej Huczynki, management gurus. What makes them and how to become one. London, 1993, ISBN 1-86152-021-2
  • John Micklethwait, Adrian Wooldridge, Witch Doctors. Making sense of the management gurus. New York, 1996, ISBN 0-7493-2670-0
  • Winfried W. Weber, Innovation through Injunction Göttingen, Verlag Sordon, 2005, ISBN 3-9810228-0-7

Web links