personal finance It is the quintessence of leadership in management to be able to secure cooperation all along the line in both palatable and unpalatable tasks. When the cooperation calls for a degree of selfsacrifice, this can be achieved only by a fearless statement by management of what is at stake. It is surely not possible to discover what such issues might be until there is a clearer understanding of how one manages, what one is managing, and for whom. The Business of Management MANAGEMENT stems from leadership. This book will already have failed in its purpose if it has not made that clear. Whatever systems, whatever mechanics, whatever charts are worked out for the more efficient prosecution of a business, top management must be convinced about what it wants to do and must be able to explain its convictions to all those who are part of the operation of whatever size. This ability to communicate a desired 'end' whether the communicator is the chairman of a Board speaking for a company employing thousands, or a small shopkeeper taking on his first assistant, or a foreman calling for a special effort must be the priority in the actual matter of managing. Enough has been written already, it is hoped, to demonstrate that the factors making for that kind of management leadership are intangible and largely 'human'. In essence it is the will of the manager which must be communicated inspiringly. Nevertheless the inexorable conditions of modern business competition, the growing desire for more leisure, and the belated recognition of the need for 'a fair day's wages for a day worked' mean that there is a great deal more to management than stating an aim and hoping to achieve it. Personality alone even if it is backed by inspired leadership coupled with clear statements of what is expected will not run a business profitably. While it is true that there are no absolute rights or absolute wrongs in the evolution of principles of organization, there are some basic organizational truths which need to be recognized and discussed. To suggest, as some management experts suggest, that there are, in fact, forms of organization that are onehundredpercent correct, copybook organizations so to speak, is surely both unreal and arrogant. Personalities and problems change with the passing of time. There is no one solution, organizationally, to managing a man or a body of men; but that is no excuse for doing nothing and depending on some remote power to make sure that it will all come right in the end. The present concern is with the question 'how does a manager manage?' It must be stated right at the start that it is impossible for management to escape from the responsibility of sitting down and evolving some organizational procedures. This is crucial. Are there, in fact, any general considerations about organization and the preparation of an organizational structure which can be set out as being firm and reliable? And what does the word organization mean? Taking the second question first, organization is the process of identifying and grouping activities for the most effective achievement of the policy of an undertaking. homemoney to purchasehow