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Effective Top Management

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Effective Top Management

Beyond the Failure of Corporate Governance and Shareholder Value



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Effective Top Management: Beyond the Failure of Corporate Governance and Shareholder Value by Fredmund Malik
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This is for everyone who doubts the correctness of current management practices and is looking for alternatives. Here, Professor Malik develops a radical opponent view, placing the company center stage rather, than the group interests. This allows a valid logic to be developed for correct and und good management -- an approach aimed at the survival of the company. This basis then enables questions of correct corporate governance to be answered, the function and responsibilities of the top management bodies to be defined and the problems of social responsibility to be solved in a new way. Malik demonstrates what the top management and board have to achieve for leadership to be correct and effective, regardless of national regulations. He defines how to regulate the distribution of power, responsibility and behavior of the top bodies and sets the standard by which their behavior is to be measured and judged. The English version of a German bestseller that ran to three editions.

Table of Contents

Introduction to the English Edition.Preface to the English Edition.Terminology Aspects.New Introduction to the Third Edition.1. Fundamental Reorientation.2. What is Corporate Governance? The Consequences of Asking the Wrong Question.3. Misconceptions and Their Consequences.4. Corporate Governance in the Service of the Company.5. Illusions.6. Entertainment Rather than Information.7. Appearances are Deceptive.Part 1.1. Should Corporate Governance Manage?2. Functional Shortcomings of the Systems of Today.2.1 Corporate Governance: Fact or Fiction?2.2 Is the Criticism Justified?2.3 Classic but Avoidable Management Errors.3. Is the Management of the Future up to the Task? The Great Transformation.3.1 False Prophecies in the Nineties.3.2 (Almost) Everything will Change.3.3 Management: The Most Important Social Function.4. Corporate Governance.4.1 The Importance of Effective Corporate Governance.4.2 The Nature and Function of Profit.4.3 The Three Models of Corporate Governance - And a Fourth.5. What is a Healthy Business? Variables for Assessing a Business.5.1 Market Position.5.2 Innovative Performance.5.3 Productivities.5.4 Attracting Good People.5.5 Liquidity and Cash Flow.5.6 Profitability.5.7 Precision of the Variables.5.8 Discussing the Right Matters.5.9 Biological Thinking in Management: A Red Herring?Part 2.6. The Architecture of Top Management.7. The Structure of Corporate Governance.7.1 The Role of the Governing Body.7.2 The Size and Internal Organisation of the Governing Body.7.2.1 Size.7.2.2 Internal Organisation - Committee and Subcommittees.7.3 Personnel Composition.7.3.1 Technical Competence.7.3.2 Independence.7.3.3 Exclusion Criteria.7.3.4 Term of Office and Age Limit.7.3.5 Shareholders' Interests.7.4 Remuneration of the Governing Body.7.5 Managing the Governing Body.7.5.1 Number and Length of Meetings.7.5.2 Personal Attendance.7.5.3 Regularity.7.5.4 Followup and Followthrough.7.5.5 Drawing up the Agenda.7.5.6 Information Available to the Governing Body.7.6 Evaluation of the Governing Body.7.7 Internal Review - Management Audit.7.8 The Chairman of the Corporate Governance.8. Creating the Executive Body.8.1 The Tasks of the Executive Body.8.2 Effectiveness of the Executive Body.8.2.1 Preventing Ineffective Time Management.8.2.2 Keeping a Hold on Reality.8.3 Term of Office.8.4 The Executive Body as a Team.9. Management or Leadership.9.1 Mistakes and Misconceptions.9.2 The Mystique of Leadership.9.3 From Manager to Leader.9.4 Charisma.10. Power, Responsibility, and Liability.11. Personnel Selection and Appointment to Top Positions.11.1 Principles.11.2 Methodology of Personnel Selection.11.3 Deciding on the Successor Right at the Top.11.4 Personnel Decisions below Executive Level.11.5 Internal or External Recruitment?Postscript.Appendices.Appendix 1: Appearance and Reality.Appendix 2: Reorientation: The Nonsense about the New Economy.Appendix 3: The Economic Situation in 2004: Part 1.Appendix 4: The Economic Situation in 2004: Part 2.Bibliography.Index.

Author Biography

Professor Fredmund Malik is regarded as one of the most influential management gurus. He is one of the founders and on the board of the Management Center St. Gallen. His Fuhren Leisten Leben made it to every bestseller lists. He is famous for his clear wording and for his opposition to prevailing trends in management.
Release date NZ
October 31st, 2004
Country of Publication
Wiley-VCH Verlag GmbH
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