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ideas. Like any body of knowledge,it can draw progress from disciplined comparative study.

In this respect,management suffers from the drawback inherent in its own setting:it is an employment undertaken and a skill practiced by many thousands of persons in many different industrial and commercial communities - as well as in many other fields - within organizations of widely differing character and size,with numerous differences of objective and varieties of personal composition. It has evolved numerous techniques for more effective performance, yet these are "tools" for carrying out a skill of which the real character is still imperfectly recognized.

That there should be many controversies about the relative importance of various aspect of management is but a natural consequence of such a situation.Among the many persons who are occupationally engaged in management, most have qualified earlier in their industrial or commercial careers in specialized technical or professional fields - as engineers, chemists, accountants,company secretaries, and the like. They have risen to higher executive positions through years spent in the specialized practice of their profession or technology.

Hence they tend,naturally enough,to have a bias or inclination to see management from a certain standpoint,and often lack the capacity to see it as a whole. Ready illustrations of this tendency come to the mind of anyone with first - hand knowledge of the affairs of industry or commerce. To the engineer,for instance,management is primarily a matter of the design of product and the design of tools, associated with the layout of production flows and the field that has come to be labeled "production engineering",from these it is but a small step to questions of planning, rate-fixing,piece-rates, bonus systems and other techniques that link up the technical operations with the daily activities of the operatives.

To the accountant, management looms largely as a matter of figures;he is interested in the statistical data that record progress,usually couched in money terms;his interest is accordingly centered on procedures which enable him to "control" expenditure and to identify the expenditure with its outcome,and which show themselves in summary form in Profit and Loss Statements and Annual Balance Sheets.

Newer lines of thought are less concerned with the recording of past financial history comparison of this year`s progress with last year`s,than with routines for the "control" of

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