Management Methods and Tools Practical Know-how for Students, Manage
Good managers need long experience. In search for a shortcut to success one should read this book. This textbook includes the most important management methods and tools. The author does not restrict himself to describing the scientific methods but also s
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Michael Grabinski
Management Methods and Tools Practical Know-how for Students, Managers, and Consultants
Bibliographic information published by Die Deutsche Nationalbibliothek Die Deutsche Nationalbibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data is available in the Internet at .
Professor Dr. Michael Grabinski is professor for business administration at the University of Applied Sciences Neu-Ulm, independent management consultant, and chairman of the board of BITE AG, Filderstadt.
1st edition April 2007 All rights reserved © Betriebswirtschaftlicher Verlag Dr. Th. Gabler | GWV Fachverlage GmbH, Wiesbaden 2007 Gabler is a company of Springer Science+Business Media. www.gabler.de No part of this publication may be reproduced, stored in a retrieval system or transmitted, mechanical, photocopying or otherwise without prior permission of the copyright holder. Registered and/or industrial names, trade names, trade descriptions etc. cited in this publication are part of the law for trade-mark protection and may not be used free in any form or by any means even if this is not specifically marked. Cover design: Ulrike Weigel, www.CorporateDesignGroup.de Printing and binding: Wilhelm & Adam, Heusenstamm Printed on acid-free paper Printed in Germany ISBN 978-3-8349-0383-9
Preface
Preface
The idea to write this book dates back many years. When I was a young management consultant, from time to time my colleagues and I would be assigned to prepare a “toolbox.” Just as a handyman needs proper tools, so do managers and consultants. Corporate managers often assume that good consultancies have excellent toolboxes enabling them to achieve awesome success in operational and strategic projects. Arguably, top management consultancies are successful in managing their projects. To my knowledge, however, such magic toolboxes do not exist. My colleagues and I never managed to complete any assignment to create a toolbox, because it was always more important for us to be working in the field in order to generate revenue. On the other hand, those few fragments of toolboxes that we did prepare were treated like secret treasures. Now, naturally, no big consultancy is willing to publish its proprietary tools. Thus, while I am convinced that a toolbox is necessary for both managers and consultants alike, I also believe that it only can be developed outside of a consultancy (albeit by someone with knowledge as to what goes on inside of consultancies). There already exist many books dealing with management and strategy, of course, but none of them fits the aforementioned purpose. As a young consultant, I had many colleagues with MBAs or doctorates from such famous universities as St. Gallen, Harvard, INSEAD and others. They would consult their textbooks when faced with such a problem as, for example, how to create a new organization. Other than musings on academic or even scientific issues, they found nothing in such books that was useful and relevant to the questions at hand. Today, I also
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