1.1 Management: a question of attitude
2 Questionable values in business studies
2.5 How questionable values affect managers’ attitudes
3 Developing a model for good management
3.1 Theories of management in management literature
3.2 The attitude of management as a precondition for good leadership
3.2.5 Dark management put to the test
3.2.6 Further development of a model of management
3.3 Guidelines of good management
3.3.2 Contributing to the whole
3.3.3 Focusing on the essentials
3.3.4 Using the strengths available
3.3.5 Positive thinking
3.3.6 Being true to your word
3.3.7 Involving employees
3.3.8 Authenticity
3.4 Tasks of good management
3.4.1 Provide objectives
3.4.2 Change
3.4.3 Coordination
3.4.4 Developing employees
3.5 Instruments of good management
3.5.1 Developing and communicating a business strategy
3.5.2 Planning and checks
3.5.3 Organisation and improvisation
3.5.4 Minutes and policies
3.5.5 Task analysis
3.5.6 Team meetings
3.5.7 Performance reviews
3.5.8 Time management
3.5.9 Active listening and feedback
3.5.10 Systematic waste disposal
4 Good management is also a question of decency
4.1 Decent company management in a business context
4.1.1 Transparency
4.1.2 Limiting the return on investment
4.1.3 Performance-related pay and profit-sharing for employees
4.1.4 Relative limits on managers’ income
4.1.5 Preventing low wages
4.2 Decent company management in a social context
4.2.1 Limiting the size of organisational units
4.2.2 Companies as merchandise
4.2.3 Employees’ co-determination
4.2.4 Compliance with laws and voluntary commitments
4.2.5 Diversity
4.2.6 Well-being
4.2.7 Environmental protection
4.3 Control systems for management with decency
4.3.1 Regular customer surveys
4.3.2 Regular employee surveys
4.3.3 Supervisor evaluation and 360° feedback
5 Modern management concepts from the perspective of good leadership
5.1 Traditional management concepts
5.1.1 Process and quality management
5.1.2 Lean management and business re-engineering
5.1.3 Project management and multi-project management
5.1.4 Change management in the sense of planned change
5.2 Generative management concepts
5.2.1 Change management in the sense of ‘learning organisations’
5.2.2 Innovation management
5.2.3 Knowledge management
5.2.4 Error management: a positive culture of dealing with mistakes
5.2.5 Agility
5.3 Do management concepts restrict or expand opportunities?
6 Case studies of good management
6.1 Working together: the works council as financial controller
6.2 The new headteacher
6.3 Do-it-yourself theatre!
6.4 The branch is closed, and the boss is leaving too!