Diesseits von Coaching Situative Beratung als Führungsaufgabe

Before coaching: Situational counseling as management function Conflicts, crisis, bullying, weakness or separation: Critical situations for managers are not unusual in day to day business of organizations. Other than an external coach managers in these situations are not acting as professional counselors but as situational counselors. Situational counseling is understood as an organizational role which is activated in normative and critical management situations. There is a characteristic difference to the role of an external professional counselor. Accordingly, the development of competencies for a situational counselor needs its own approach. On the level of organization comprehensive principals for the behavior in critical situations should be developed and agreed by a process of communication. On the level of management development these principals can be transformed into individual strategies and trained.     

Wertewandel in Organisationen und Unternehmen als Fragestellung für Organisationsberater/innen

Change of values in organizations and enterprises as an issue to organization counselors Ethical issues are hardly ever explicitly formulated in the process of supervision or organizational development. However they have a strong impact on the everyday procedures of an organization in the form of conflicting values and goals. The costs of such unresolved conflicts for organizations and enterprises should not be underestimated. Organization counselors have the adequate potential to facilitate even complex processes of value changes within an organization. The following article explains by an example how the controversies about conflicting interests based on value issues can be adressed in the context of an organizational development process. This is done on grounds of the person-centered approach by Carl Rogers.     

Coaching in der Verwaltung

Coaching in administrative authorities. A study on the acceptance of a new counseling method This study proves that also leadership in administrative authorities are in need of counseling for developing their social, professional and organizational competence. Coaching turns out to be a helpful method for it. Occasions for coaching, efficacy and conditions of coaching are explored. In spite of the promising start support of the organization is necessary to establish coaching in the long run. For this aspects and suggestions are discussed.     

企业外部招聘行为的演化博弈分析

当企业对拥有一定技术、知识和能力的员工需求远大于当前的人力资源供给,那么就需要招聘新员工,企业必须吸纳必要的员工来确保整个组织的持续运作。根据招聘对象来源的不同,可将招聘分为外部招聘与内部招聘,由于外部招聘存在着信息不对称,招聘的过程亦是双方博弈的过程。基于此,本文应用演化博弈理论,构建了企业外部招聘行为的演化博弈模型,通过局部稳定分析及绘制系统相图,揭示了企业外部招聘行为的演化进程,并探讨了系统演化方向的控制因素及可能的控制方法。     

Reibungsverluste an peripheren und internen Schnittstellen

Loss of energy in peripheric and internal interfaces. Considerations on the management of costs and quality in hospitals Organization development, coming from economics, now has reached the area of service societies. The counselors, who are engaged in hospitals, usually are educated in industral management and have a technical and economical view of organization. The author discusses the question, whether their strategies may fit to the organization of hospital, and he proposes to modify the common approaches of organization development. Before the ?therapy“ as the actual organization development may come to pass, a more detailed ?diagnosis“ has to be made: by an examination of the peripheric and internal interfaces, where usually an avoidable loss of energy occurs. Further more, he proposes a comprehensive management of organizational intersections.     

Coaching für die Schulentwicklung

Coaching in school development The author focusses on coaching as a method of school development. In most cases school development is designed as organizational change realized by external experts (change agents). In contrast to this procedure, the author favours a school development by internal persons, especially by the principals of schools. It is argued, that if they are carefully coached during the whole process they are much more likely to succeed in developing the whole system.     

网络组织风险传导的动态演化路径研究

网络组织是一个对风险高度敏感的交叉复杂系统,一方面风险具有客观必然性,另一方面风险极易在网络组织内部传导,各种风险在内外力的交互作用下会迅速扩张,因而风险传导机理如何、其动态演化路径如何等就成为能否实现协同效应的关键。本文基于网络组织风险传导具有路径依赖性的特征,利用泛函分析从时间维度推演风险传导的动态演化过程,构建网络组织风险传导路径模型,并运用具有典型网络组织特征的企业集团网络数值算例进行验证,为更好地控制风险、探寻疏通渠道、实现资源的有效配置提供新的洞察。     

Building Organizational and Scientific Platforms in the Pharmaceutical Industry: A Process Perspective on the Development of Dynamic Capabilities

In this paper, we examine the process of dynamic capability development in a large pharmaceutical firm. Using interviews with multiple managers at different organizational levels, we developed two narratives of the process of developing two separate dynamic capabilities in the same firm. We focus on three areas that prior research has shown to be critical in the early stages of the process of implementing new strategic initiatives: the cognitive orientations of key personnel, managerial action undertaken within the firm, and the firm's internal and external contexts. We provide evidence that managers undertake specific initiatives based on their own particular cognitive orientations , and that senior managers play a major role in the development of capabilities by imprinting the organization with their specific cognitive orientation and then orchestrating the multilevel organizational routines necessary for actualization of a capability. These replicable actions by senior management during the early stages of capability development can lead to the development of a capability that is not initially in the cognitive frames of lower level employees. Finally, we will show that internal and external contingencies have a profound impact on the decision to develop a capability, and to discontinue its development. Our findings thus suggest that the process of developing new capabilities shares common elements with other strategic initiatives.     

Supervision mit Ehrenamtlichen

For a better understanding of the requirements for the supervision of staff members in “crisis hot line” (“Telefonseelsorge”) the organization structure and the specific setting of telephone counseling are presented. The motives of the voluntary staff members are proving to be various and they are transforming from an altruistic desire to be helpful towards an increased need for personal development. In co-operation with volunteers the supervisor plays a special role. In addition to the routine supervision the supervisor is continually working with the volunteers to increase their scope of the basic principles of professional counseling. Finally, practical supervisory work is illustrated with case studies including frequently discussed topics such as intervention in situations of an existential crisis and dealing with sexually motivated calls and repeat permanent calls.     

势科学视域中管理系统的逻辑机制——从整体直觉到逻辑演绎的中国管理学研究

建立管理科学的中国学派需要2个必要条件:①抽象出的管理概念必须具有中国文化整体性直觉的"元素";②其管理概念必须具有科学的逻辑内涵。"势"作为一个管理概念正是二者兼备:首先,"势"是中国传统文化整体性直觉的概念;其次,势=差别÷距离=差别×联系,因而,势=梯度=斜率=导数=比例。势科学理论的意义不仅在逻辑层面上将自然科学与社会科学真正统一起来,而且从根本上揭示了信息化时代创新、创业及组织和个人成长的动力机制。在势科学的视域中,沟通是对组织求导,激励是对个人求导,经营是对市场求导,决策是对路径变分。探讨阐述了管理领域中各种理论和方法与势科学理论的内在联系。     

Die Modellschule Graz 2000

The ?Modellschule Graz“ in the year 2000 The ?Modellschule Graz“, founded in 1982, is presented with the basic concepts: to promote the intellectual as well as the personal and social development of the pupils. Correspondingly, the basis of the pedagogical work is the personal and social development of the teacher’s personalities, which should be achieved by the means of continuous education, supervision, organizational counseling and regular self-organized weeks for reflection. This highly demanding concept comes up against limiting factors, because the requirement and the social and political circumstances constantly change. The continual process of adaptation requires a lot of time and energy and may also be linked with intense conflicts. The coping of these conflicts is supported by external counseling.     

Gibt es (noch) etwas spezifisch Ostdeutsches im Beratungsbedarf?

Is there still something specific East German in the need for counseling? There is a specific East German background, considering the adaption of issues, contents and methods of counseling of East German top management, enterprises and institutions. In the last ten years, development in East Germany was above all a make up for the development of West German conditions. Today the trends in West and East Germany are equally faced with the reorganization of processes resulting from global standards. These are confronted with a hardly stabil economical and social basis in East Germany. The general need for counseling is determined by psychological counseling and change management.     

Myers-Briggs Typenindikator — ein ressourcenfokussierendes Instrument für Coaching und Karriereberatung

Myers-Briggs Type Indicator — a useful tool for coaching and career counseling to identify clients giftsFor career counseling and coaching procedures the Myers-Briggs Type Indicator has proved a sound and well-designed instrument. As such it is a useful and effective tool which allows me to assess and analyze a client’s position. The four categories of personality styles yield a broad spectrum of insights and are subtly differentiating. The premises of the MBTI are the uniqueness of the individual and the respect for individual differences. Focussing on this premises and based on concepts originated by C.G. Jung this indicator establishes categories of cognitive functions. These will enable a client to gain a better perception of herself or himself and enhance her or his understanding of others. It is necessary, however, to embed the results of the indicator into a context of counseling goals, and for the benefit of a client solid counseling skills of the coach are essential. Provides these conditions, the indicator will support a client’s professional and personal development and can be used to demonstrate issues of work coordination and cooperation. Especially disputes become more matter of fact. The non-judgemental language of the Jungian concepts allows self esteem to grow and de-escalates conflicts. Once a common base is found new avenues towards action can be explored.     

Strategic planning—Which style do you need?

Strategic planning is now a large and diverse activity practised in many different kinds of organizations. This article provides an overview of the field with a summary of the five main schools of thought each with its own business philosophy and a range of practical approaches and techniques. These basic styles are concerned with planning as a central control system, a framework for innovation, an organizational change process, a political activity, and a way of exploring the future. Most planning systems have a dominant style or focus and this emphasis needs to be adjusted in response to changes which are occurring continually in the organization and in the external environment. The article is designed to help the senior manager or corporate planner to assess the state of planning in his organization and to see where there are important gaps in the enterprise's capability for planning which might be filled by the launching of new initiatives. The article also offers an agenda of approaches for consideration by the executive who wishes to move his enterprise from a conventional 5-year planning and budgeting system towards a more comprehensive process of managing organizational change and development.     

Kommunikation, Interaktion, Kooperation in Schule und Unterricht

Communication, interaction, cooperation in schools. An advanced professional training for class-teachers Since 1998, in Sachsen-Anhalt there is an advanced professional training for school teachers realized by school psychologists. The aim of this training is to support the teachers in their special position as class-teachers, by improveing their special competence in communication, interaction und cooperation. The contents, methods and the organization of this training are presented. Furthermore, the conditions of the realization have to be reflected.     

重大工程复杂性与适应性组织——港珠澳大桥的案例

 重大工程通常由技术难度、系统关联性、未知因素存在巨大差异的异质性子工程组成,不同子工程往往采取不同的组织模式。传统权变理论认为,不同的外部环境需要采用不同的组织模式,组织的构建要适应外部环境的不确定性。但在重大工程中,子工程本身及其环境的复杂性均会产生不确定性,组织模式的选择和构建与子工程的复杂性具有重要的联系。因此,有必要从复杂性的视角解释重大工程的组织多样化现象。        在梳理重大工程复杂性及组织适应性研究的基础上,选择港珠澳大桥工程中的岛隧工程、钢结构工程、路面铺装工程、海事工程等子工程的组织管理实践作为研究对象,通过访谈、参与式专家和文档资料等方式获取相关数据,从复杂性视角对子工程进行分类,界定重大工程适应性组织概念,解析重大工程中不同子工程采取不同组织模式的适应性组织现象,总结构建适应性组织的路径。        基于重大工程复杂性的具体表现即工程技术方案与外部环境的关联性和认知不完备性,构建子工程复杂性评价指标体系,据此将子工程分为复杂性工程、创新性工程、关联性工程和简单工程4种类型;提出重大工程适应性组织概念;得出重大工程适应性组织构建的路径包括组织需求设计和匹配、工程主体创新和构建、组织系统形成和集成、组织职能实现和协同4个步骤。        研究旨在提出重大工程适应性组织概念,揭示重大工程组织模式选择和构建的机理及动态过程,说明重大工程组织模式与工程复杂性之间的关联性,指导其他重大工程组织管理模式的选择和构建。由于单案例研究的局限性,有必要在其他重大工程中对所提出的重大工程适应性组织概念及适应性组织构建过程进行进一步的完善和验证。     

Macht in der Organisationsberatung

Power in organization counseling. A qualitative study in a hospital in East Germany Power is a main topic of this analysis of a consulting process in an East German hospital: How power is appearing within organizational consulting? What is the power the client has, and the consultants have? And what is the interrelation between power and the resistance to change? In recourse to the theory of micropolitics, power is understood as the combination of rules and distribution of resources within an organization. The consulting process itself is interpreted as the consultant’s introduction to the ongoing game the organization is playing. The qualitative case study of the consulting process in an East German hospital clearly shows, how ineffective interventions remain, if the consultants fail to recognize and take into consideration the valid combination of rules and distribution of resources. In the presented case this combination is based on the peculiar history of East Germany. It was only after the project had failed that the consultants realized that they had been practiced upon.     

知识的分类及其管理

知识管理是一个寻求数据和信息处理能力与员工的创造和革新能力协作组合的组织过程,其目的是为了提高企业应付外界环境变化的适应、生存和竞争能力。但是,由于知识具有多样性、复杂性和动态性等特征,试图通过一种模式来实施对知识的有效管理是不现实的,也是不可能的。企业要有效地管理知识,应在对企业知识进行分类的基础上,根据企业的经营目标,采取相应的管理策略,因此归纳了5种分类方法显性知识和隐性知识、内部知识和外部知识、个人知识和组织知识、实体知识和过程知识、核心知识和非核心知识,并时各种分类提出了相应的管理策略。     

A managerial approach to environmental assessment

The external environment of a corporation is one of the major determinants of its strategy. While this view is readily accepted, the tools to monitor this important determinant are still relatively underdeveloped. The authors have developed a managerial process which fills this gap by enabling an organization to assess its external environment effectively and economically. The approach helps executives identify major forces for strategic change in the market and non-market dimensions of the environment. The relevance of these changes is determined by measuring their impact on the mission and the strategies of the company. The process, furthermore, provides a starting point for assessing an organization's capabilities to respond to these forces for change.