diagnosis in strongmanagementstrong. a comparative analysis of approaches.pdfVIP

M. Reiss· Diagnosis in Management. A Comparative Analysis ofApproaches to Management Integration Integrated Management: The State of the Art Another Dilemma in Managemeot Innovation Innovation in management is very oflco achieved by the addition of new management functions to the bulk of existing management jobs. In some cases progress comes from putting the focus on specific management functions which have thus far been neglected. By this procedure compensation, motivation, goals (results, objectives), corporate culture, budgeting, organisational desigo, and strategic thinking have been introduced into the managemeot system. This additive behavior resulted in lists of management jobs becoming much longer than Fayols system of managerial functions or the POSOCORB-scheme from the early days of management research. Current debates on, for example. controlling or culture as pivotal conditions for management success prove that the strategy of management growth by focus relocation is still alive and well . Unfonunately, as we have learned from Schumpeters creative destruction or from Wilsons organizational dilemma, processes of innovation are likely to be Charged with built-in conflicts t . This also holds true for the pattern of management growth performed by isolated innovations outlined above : without a doubt, they increase the efficiency of a specific management sector by fiUing a gap or replacing an obsolete item , but at the same time, they possibly reduce the efficiency of other dependent sectors and probably of the management system as a whole. They share the same fate as highly functional products released from R 0 labs or assembly lines (like some compunication· or C-technologies. biotechnology. son energies, the Concorde etc.), which remain foreign bodies because either lin