NATIONAL SECURITY MANAGEMENT MANAGEMENT CONCEPTS AND PRACTICES Patricia K. Hymson National Defense University 1983 RICHARD D. LAWRENCE, LIEUTENANT GENERAL, USA Parts of this volume are protected by copyright and may not be reproduced, quoted, or extracted without specific permission of the copyright proprietor. This material is furnished for instructional purposes only. The views or opinions expressed or implied are not to be construed as representing official policies of the Department of Defense. GL Stacks Depos USA 8-25-89 PREFACE The purpose of this text is to promote an understanding of historical concepts and current practices of management for the student of national security affairs. The purpose of management, in turn, is to accomplish organizational goals through the effective use of people. In general, the text will consider the Department of Defense with its components as the organization and the people as the military and civilian members of the vast defense community. How can Defense managers better accomplish their goals through using effective management techniques? This text attempts to provide both a conceptual framework for current and potential managers and an exposure to practices of effective management although it makes no claim for providing a recipe for solving every management problem. The Department of Defense has a long relationship with management theories and changes. A milestone was reached in 1954 when the Department of the Air Force issued Air Force Manual 25-1, The Management Process, defining management as the process of organizing and employing resources to accomplish predetermined objectives.' The foundation for all management activity was related to objectives or missions. Other Services and agencies followed in viewing management in terms of achieving Government objectives (whether or not assigned by higher authority). Exemplifying this long-term interest, the book is the sixth textbook on management for the National Security Management series. It has ties with its predecessors in its two chapters on the evolution of management thought and the functions of the executive. It enters new areas in its assessment of management learning styles, its examination of unions and the collective bargaining process, and its consideration of ethics for the manager; it replows still fertile fields in looking again at managers' use of the computer, quantitative methods of management, productivity and motivation, and its study of the nature of large-scale organizations or bureaucracy. The National Defense University is grateful to Dr. John Starron of the Industrial College of the Armed Forces for the chapters on decision (Washington: Government Printing Office, 1954), p. 2. Daniel A. Wren in The Evolution of Management Thought, second edition (New York: Wiley, 1979) emphasized the importance of the publication as being twofold: it signaled the interest of the government in management as a separate activity and it recognized the universality of management beyond its concern to the business world. *Readers with a thorough grounding in management history may wish to skim through the first two chapters. making and on quantitative methods. Also acknowledged is the contribution of the chapter on computers and information resources management by Colonel James R. Bambery (USA, Ret.). Additionally, thanks are due Nancy J. Jones who was responsible for typing and Calvin B. Kelley for preparing the manuscript for publication. PATRICIA K. HYMSON National Defense University September 1983 |