homemoney to purchasehow Furthermore when the consumer is becoming more and more articulate, and often more critical, it may be said that not only should competition be a strong element in determining price levels but that it should be apparent to all that this is so. This question ranges far beyond the interest of the consumer alone: it touches on a wider business responsibility. Management for Whom. ? 93 men to one another and to God, to fundamental truth.' Is management in the way it manages for its shareholders, its consumers, its employees, and the CommunityState going in the direction of that goal ? The technological progress of the last twenty years, to which is linked everincreasing production, may be leading to too great a preoccupation with the satisfaction of material wants. Accepting that it is to serve the community in the widest possible sense that management must be dedicated, must it not be ever vigilant to avoid materialism's worst evils ? This chapter 'Management for Whom' opens up fields of thought which extend far beyond the inevitably limited number of points which have been made in previous sections. In the end this is an ideological matter in a world where ideologies are in perpetual conflict. A duty of management in the society the nonCommunist world surely wishes to create for itself is to sit permanently in judgement on itself. Few would disagree with Edward Canham when he said at a Harvard Conference, 'The only valid social goal is improvement of the lot of man and the better relationship of б Management of What? PREVIOUS chapters have been concerned with people the people who aredirectly and indirectly affected by managerial skill. Satisfying the shareholders, serving the consumers, contributing to the welfare of the community, accepting the responsibility for seeing that employees are rewardingly employed these are management ends. And these human ends have to be linked with means which, though still dependent, as everything must be dependent, on the human element, are subjects which have to be considered separately. The three chief management means are Finance, Production, and Marketing. Common to all three is, of course, the management of personnel, but this is not being treated as a separate management function because the relations between manager and managed, the real stuff of management, are the background against which this book is set. FINANCE This is an accountantridden age. That is a hard judgement but contains within it some truth. By keeping the delicate balance between research and development, production, sales, and distribution, finance must be used to the best possible advantage. It must be available when and where it is most needed. Thus the accountant today, against the background of the rapid advance of technology and mechanization, is a key figure; it is no good increasing the production of anything or products or services or a combination of both if there is no money to increase sales : it is equally useless pouring money into research if there is none left to finance production. Financehome