Treść książki
Przejdź do opcji czytnikaPrzejdź do nawigacjiPrzejdź do informacjiPrzejdź do stopki
20
Nowoczesnekoncepcjezarządzania
Sourcesofinformationinordertoapplytheregulationfunctionarenotavail-
ablepubliclyinacertainextentbuttheyarepubliclyavailabletoalargeextent.
Teyarethesourcesas:planningdocuments,manualsandprocedures,projects
andtechnologicalprocedures,complaintdocumentation,meetingminutes,legal,
organizationalandmanagementstandards,ordersandcorrespondencewithsuppli-
ers,purchasersandcustomers,ExtranetandIntranetcomputernetworks.
Qualitiesofinformationneededincoordinationaredemandingintermsof
understanding,entiretyandtruthfulnessforallinvolvedinsynchronization.
Conclusion
Teholistic(synergetic)competenceofmanagementsubjectscanbeinterpret-
edastheabilityofanindividualtogatherandleadagroupwithoutformalman-
date-onlybytheinfluenceoftheirownpersonality.Tereligiousinterpretationof
holisticcompetenceofmanagementsubjectsexplainsthatitisapresumedspecial
abilityoftranscendentalorigin(forinstance-thehealingofsickpeople,thegifof
languages,predictionorprophecy,etc.),wherebyitisapeculiarandpersonalgrace,
agivenabilitytoliveandactinanexemplaryway.
Tetermholisticmanagerialcompetenceisinterpretedinadińerentwayin
theprofessionalliteratureaboutmanagement.Forthisterm,wecanimaginetheset
ofqualitiesrecognisedbythesurroundingenvironment,onthebasisofwhichthe
personwiththisqualitycanbecomealeader,influencingtheirpeersthroughtheir
actions.Teycaninfluencepeopleinsuchawaythattheywillbewillingtoaccept
theideas,thoughtsandopinionsprofessedbythisperson.
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