A Frame Semantics Approach to Management
377influence on and shaping the notion of MANAGEMENT. As far as
SOCIAL FORCES are concerned, these are aspects of a society that guide
and have an impact on relationships between individuals, for instance:
peoples' beliefs, needs, and values. POLITICAL FORCES encompass the
impact of politics and legal institutions on individuals and organisations.
However, ECONOMIC FORCES influence the availability, production, and
distribution of a society’s resources. All of these elements should be treated
as sub-frames in the organization of the hyper-frame of MANAGEMENT.
Apart from the above-mentioned three key components, Daft (2012:
35) highlights and identifies major approaches that have appeared in the
history of management, nonetheless, some of these developments and their
elements are still employed today, thereby changing the perception of
MANAGEMENT over time.^3 Along very similar lines, PierĞcieniak (2008:
14) claims that “management in organizations has existed since the time of
organized human activity”. Historically, the process of management has
always been changing.
MANAGEMENT as a diversified notion
Let us now turn our attention to definitions which comprise the diverse
constitutive elements and hallmarks of the notion of MANAGEMENT.
There is a great variety of interpretations, both in theory and practice, of
the concept of MANAGEMENT. The lack of established uniform criteria
results in the fact that definitions of the term are inconsistent and
sometimes too general; therefore, there is no universally accepted
definition.
In an attempt to provide a systematic review of the possibly satisfying
conceptions of MANAGEMENT, let us start with the most frequently
cited definitions. One such example is “the art of getting things done by
others” (Watson 2001: 42). This explanation highlights two constitutive
aspects, such as: ACCOMPLISHMENT OF OBJECTIVES, and
DIRECTION OF GROUP ACTIVITIES TOWARDS THE GOAL. The
drawback of the definition concerns the word art, whereas MANAGEMENT
is not just an art, but simultaneously art and science.
Additionally, the explanation does not specify in a clear manner the
different functions of a manager. In a similar vein, but a rather more
elaborate explanation of MANAGEMENT is advanced by Terry (1977: 4),
who postulates that MANAGEMENT is a process “consisting of planning,
organizing, actuating and controlling, performed to determine and
(^3) On this issue see Daft (2012: 34-35).