• Very important! Add a H1 heading to this page. ![]() ![]() • Very important! Reduce the number of internal links. • Very important! Add a meta description. • Very important! Department of Computer Aided Architectural Design in Architecture and Urban Planning Pfaffenbergstrasse 95, D-676663 Kaiserslautern, Germany cpe.arubi.uni-kl.de, cpe-mexe.blogspot.com, [email protected] Concept of a pocket park to improve neighbourhood conditions in Leipzig, using Sketchup and Google Earth. Leipzig has large areas with Wilhelminian style buildings. Note: Citations are based on reference standards. However, formatting rules can vary widely between applications and fields of interest or study. The specific requirements or preferences of your reviewing publisher, classroom teacher, institution or organization should be applied. Remove the empty bold and strong tags from this page. • Very important! Try to reduce the number of used JavaScript files. Use good alternative descriptions (alt attributes) for your images. Remove duplicate heading texts. Review and improve the heading structure. Reduce the number of external links. Improve the page load time. Promote your page in social networks. Get help creating content. Management of countries and industries has developed over the centuries as an empirical art. During the last half century a management science has begun to develop but is not yet an effective basis for dealing with top-management problems. Just as the merging of physical science and engineering in the last twenty-five years became the basis for the modern upsurge in technology, so will the development of a foundation structure of industrial and economic behavior provide a new dimension in management effectiveness in the next twenty-five years. The manager's task is far more difficult and challenging than the normal tasks of the mathematician, the physicist, or the engineer. In management, many more significant factors must be taken into account. The interrelationships of the factors are more complex. The systems are of greater scope. The nonlinear relationships that control the course of events are more significant. Change is more the essence of the manager's environment. In the past the arts, the sciences, and the traditional professions have been placed on an intellectual pedestal with a status above the study and practice of management. The illusion that the study of management lacked intellectual challenge has arisen, not because the field of management is wanting in unexplored frontiers, but because the intellectual opportunities were not recognized and the problems lay beyond the reach of traditional analysis methods. Our most challenging intellectual frontier of the next three decades probably lies in the dynamics of social organizations, ranging from growth of the small corporation to development of national economies. As organizations grow more complex, the need for skilled leadership becomes greater. Labor turmoil, bankruptcy, inflation, economic collapse, political unrest, revolution, and war testify that we are not yet expert enough in the design and management of social systems. ![]() I.1 Management as an Art Management is in transition from an art, based only on experience, to a profession, based on an underlying structure of principles and science. Any worthwhile human endeavor emerges first as an art. We succeed before we understand why. The practice of medicine or of engineering began as an empirical art representing only the exercise of judgment based on experience. The development of the underlying sciences was motivated by the need to understand better the foundation on which the art rested. The relationship between the growth of an art and the underlying science is illustrated in Figure I-1. The art develops through empirical experience but in time ceases to grow because of the disorganized state of its knowledge. When the need and necessary foundations coin.
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