Italian companies very often hire managers for introducing innovations in the enterprise's processes; and yet new hired managers should forget soon all innovating purposes and promises in order to last longer. It is for them very much less difficult to hold than new plants and units; it is sufficient not to change the established order, and to deal with any untoward events that may occur; so that, if such a manager is no more than ordinarily diligent and competent, his administration will always be secure, unless some unusually strong force should remove him.

However, it is in new management assignment that there are real difficulties.

A HISTORY OF MANAGEMENT

Since the beginning of the industrial revolution, a special category of knowledge workers - managers - have been required to oversee the group production that characterizes modern society.

The term "Manager" is derived from the Latin word "manus" meaning "hand".

As organizations have grown, limits of time, geography, and size have necessitated the evolution of large management hierarchies. The duties and responsibilities of managers and managerial levels (from supervisors to officers) have been the subject of many studies. One constant emerges: modern organizations are only as successful as the quality of their management will permit.

The seminal book on modern management on which almost all other analysis have been based, is Frederick Taylor's Scientific Management published in 1911.

Taylor's work examined the organization of work and the extensive application of what today would be called "industrial engineering" to improve productivity.

Another important addition to the theory of management was made by Henri Fayol in his General and Industrial Management. He identified the essential activities of managing as:

planning,

organizing,

staffing,

directing,

and controlling.

Management and individual skills such as accounting, marketing and administration are categorized as professional competence which is the first general responsibility of management.

Equally important, the manager is imbued by the organization with a trust and confidence not demanded of other employees. The reliance on managers to do what's right, even in the absence of a specific guideline or policy, is the essence of authority.

The true legitimacy of management rests on a foundation of trust and confidence which is earned from those who work for or with the manager. Being able to see the larger picture, the broader vision of the organization, may well be the single most important difference between management and other employees. Leadership is the third and most important of the general managerial responsibility.

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