CJA1

terms. Dwan (2003) identi�es management as planning goals and specifying the purpose of the agency; organiz‐ ing people, �nances, resources, and activities; sta�ng, training, and socializing employees; leading the organiza‐ tion and the sta�; and controlling, monitoring, and sanc‐ tioning when needed (p. 44). On closer scrutiny, one will �nd that both the explanation proposed by Dwan and the words displayed on the Internet identify management with tasks or responsibilities, while neither provides an exact de�nition.

Looking in another direction, one may �nd that manage‐ ment has been de�ned through theory such as scienti�c management, where those in charge of an organization are to maximize productivity through selection, training, and planning of tasks and employees. Management the‐ ory has also focused on Fayol’s (1949) �ve functions of management—planning, organizing, commanding, coor‐ dinating, and providing feedback—and Weber’s (1947) bureaucratic management, where there is a clear division of labor, rules, and procedures. There are also those who see management as a process to be studied and analyzed through cases so that correct techniques can be taught to others (Dale, 1960). There is the human relations ap‐ proach that perceives management as closely tied to soci‐ ology and the various social systems in society (Barnard, 1938; March & Simon, 1958), emphasizing a manager’s understanding of workers as sociopsychological beings

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