Chapter Seventeen
380
team in order to achieve the aim of creating a team with organisational and
material conditions of operation. MONITORING consists of searching the
internal environment of the organisation, based on conversations and
meetings with people, in order to obtain important information. Yet
another element that is mentioned by KoĨmiĔski and Piotrowski (2000:
68-70) concerns the facilitation of organising contacts important for the
proper functioning of the company. This particularly concerns the
relationship with the external environment.
All managerial roles frequently influence the internal or external
context of the functioning of the company. Some managerial roles can be
split into those which, to a greater or lesser extent, influence the internal
and external milieu of the companies. It can be stated that influence in the
internal context is wielded by: the leader role, monitor role, and
entrepreneur role. However, managerial roles influencing the external
context are for instance the liaison role, spokesperson role and negotiator
role.
Conclusions
Any attempt to analyse the phenomenon of MANAGEMENT and reach
unanimous conclusions seem to be a Sisyphean task, since
MANAGEMENT is a multidimensional and interdisciplinary issue. In
order to fully comprehend and explore the concept, one needs an extensive
and specialist expertise in various fields of knowledge. Even a cursory
look at the concept of MANAGEMENT makes us realize its complex
nature. It comes as no surprise that various researchers at different points
in time perceived the notion in different ways. Nevertheless, in the
foregoing chapter I have tried to identify a number of key topics which
make their way to the forefront and represent some important elements in
the cognitive organization of the concept. One of them is, for example, the
global nature of management. Another vital theme is history and the
changes in meanings associated with the concept. Some linguists as well
as practitioners cast doubt on the value of history in management. Many
sceptics say that history is not relevant for modern society. In reality,
however, history and theory are extremely important for managers.
In the presented analysis, the frame of MANAGEMENT has proved to
be a complex knowledge structure which encompasses various conceptual
elements in its organization. The frame of MANAGEMENT turns out to
be constituted by smaller frames of PROCESS, ORGANISING,
PLANNING, CONTROLLING, GOAL, ORDERING and CONTROL.
The presented examples of expressions containing lexical units which are