Interne und externe Coachings in Unternehmen

When organizations employ coaching as an instrument for personnel development, the question arises whether they should opt to engage internal or external consultants. In a first step, this article identifies the characteristics of internal and external coaches by means of a series of criteria. It then goes on to discuss the factors which influence the suitability of choice between an internal or external coach at the level of the organization, in terms of the coachee and in terms of the coach. It becomes apparent that there is a situational consideration of the advantages and disadvantages. The article concludes with an actual example which demonstrates possibilities to combine the advantages of internal and external coaching.     

Gedanken zur Gestaltung einer professionellen Beratungsausbildung

Considerations on the design of a professional education of counselorsSome of the recently published articles about supervision-professionalizing are reflecting only sociological or psychological conceptions in order to describe and analyze professionality. In this article the authors discuss some of the mostly neglected points of view out of pedagogic and microsociologic professionalization-research (professional self, researching attitude). The existing requests of competence for supervisors are examined in order to test their teaching ability. Furthermore the content designs and didactic strategies for future counselor’s education are considered.     

Was ein Coach über Familienbetriebe wissen sollte Bücher über Familienunternehmen

This discourse presents three relevant books about family businesses. These books comprise the “minimum knowledge”, necessary for a coach who consults managers of family businesses. Different patterns of analysis of several disciplines, from the political economics up to the depth psychology, are referred to, and some family firms of different size and different age are described.     

Der Insolvenzprozess und die Eigenverwaltung in der Insolvenz auf Basis unterschiedlicher Theoriekonzepte

Zusammenfassung  Der Beitrag erkl?rt einerseits die Notwendigkeit eines durch Gesetz geregelten Verfahrens zur Insolvenzabwicklung mittels betriebswirtschaftlicher Grundlagentheorien. Andererseits werden dieselben Grundlagentheorien genutzt, um die unterschiedlichen sich ver?ndernden Machtstrukturen, die oft gegens?tzlichen Interessen von Stakeholdern, die Kosten des Insolvenzprozesses sowie deren Dynamik im Rahmen des vierphasigen Insolvenzprozesses (vor Insolvenzanmeldung, nach Antragstellung, nach Er?ffnung, nach Abschluss des Verfahrens) eines Not leidenden Unternehmens besser veranschaulichen zu k?nnen. Der besondere Schwerpunkt wird hierbei auf das Verfahren in Eigenverwaltung, das hei?t mit eigenem Management, gelegt.

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The bankruptcy process and the self-administration in the bankruptcy proceedings

Summary  This article explains on one hand the necessity of a legally fixed process for the bankruptcy proceedings with basic economic theories. On the other hand, the same theories are used to demonstrate the changing power structures, the often different interests of stakeholders, the costs of the bankruptcy proceedings as well as its dynamics during the four bankruptcy phases (before the filing, after the filing, after opening and after closing) of the bankruptcy process. The focus of this article lies hereby on bankruptcy proceedings in self-administration which means that the management stays on duty.

Dr. Martin K?rner ist promovierter Diplom- und Bankkaufmann und leitet die Abteilung Strategic Advisory bei einem führenden europ?ischen IT- und Telekommunikationsunternehmen. Seine Forschungsgebiete umfassen strategische Fragestellungen, Kapitalmarktthemen, das Outsorcing sowie das Krisen- und Insolvenzmanagement.     

Editorial

Ohne Zusammenfassung

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Editorial