Wrocław, Poland

Crisis Management in the National Security System

Zarządzanie kryzysowe w systemie bezpieczeństwa państwa

Language: Polish Studies in Polish
Subject area: economy and administration
University website: www.wojsko-polskie.pl/awl/en
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
National
National may refer to:
Security
Security is freedom from, or resilience against, potential harm (or other unwanted coercive change) from external forces. Beneficiaries (technically referents) of security may be persons and social groups, objects and institutions, ecosystems, and any other entity or phenomenon vulnerable to unwanted change by its environment.
System
A system is a regularly interacting or interdependent group of items forming an integrated whole. Every system is delineated by its spatial and temporal boundaries, surrounded and influenced by its environment, described by its structure and purpose and expressed in its functioning.
System
A system is said to be coherent if every fact in the system is related every other fact in the system by relations that are not merely conjunctive. A deductive system affords a good example of a coherent system.
Lizzie Susan Stebbing (1930) A modern introduction to logic. p. 198.
Management
The worker is not the problem. The problem is at the top! Management!
W. Edwards Deming (1993, p. 54) cited in: Melanie M. Minarik (2008) Building Knowledge Through Sensemaking. p. 13
Management
It is better to first get the right people on the bus, the wrong people off the bus, and the right people in the right seats, and then figure out where to drive.
Jim C. Collins (2001). Good to Great: Why Some Companies Make the Leap...and Others Don't p. 41.

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Czajkowskiego 109 str.
51-147 Wrocław



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