A Frame Semantics Approach to Management
379It is noteworthy that there are also other explanations of MANAGEMENT
that seem to be much more abstract. Such a definition is suggested by
KoĨmiĔski and Piotrowski (2000: 56), who claim that management is like
walking through chaos. Interpretation of such an explanation refers to
symbols. Walking, for instance, is frequently connected with the pursuit of
some goals that people want to accomplish. Walking a path is sometimes
hard and winding. In the process of MANAGEMENT people try to
achieve a goal according to principles (or occasionally circumventing
them). Chaos is a symbol of the environment. Figuratively speaking, such
an environment can be unpredictable and may vary; however, it surrounds
each wanderer and also influences them, in exactly the way that
environment influences an organisation. On the basis of the analysis
conducted above, it seems fair to suggest that there is no linguistic
definition of MANAGEMENT, and consequently, one can hardly speak of
any consensus in this respect.
The role of manager
The next issue that deserves close attention is the ROLE OF MANAGER.
This concept has repeatedly appeared earlier, therefore it seems to be one
of the constitutive elements of the frame of MANAGEMENT. The notion
of MANAGER is quite imprecise and semantically vague, due to the fact
that the concept functions in a different way within the frames of economic,
organisation and management sciences. Taking into account the tremendous
heterogeneity of administration personnel, it is hardly possible to outline a
commonly accepted definition in the literature on this subject.
However, in very general terms, one may describe a manager as a
person who is professionally prepared to manage a large company or
institution. Such preparation will enable efficient implementation of all
functions of entrepreneur, including in particular ACTIVITY, INITIATIVE,
CREATIVITY, INNOVATION and the ability of entrepreneurs to TAKE
RISKS IN DECISION-MAKING. In order to explore the notion of
manager, let us analyse the roles which managers fulfill. KoĨmiĔski and
Piotrowski (2000: 68-70) enumerate the following roles of manager: their
representative role, the role of the leader and monitoring. Now, I will
concentrate on the roles mentioned above, however, this does not mean
that other functions cannot be provided. REPRESENTATIVE ROLE
involves certain ceremonial functions, which serve to create a proper
climate of contacts inside and outside the organisation, and also to
promote a positive image of the company and its boss. THE ROLE OF
LEADER pertains to the setting of precise GOALS, the mobilisation of a