![]() By accomplishing these aims, management will become a true profession during the next generation. And, finally, it must be able to employ the basie principles of the tlieory as a useful practical guide for explaining and solving new problems as they arise. It must learn how to convert experiences and particular case examples into a contribudon to this general theory. It must develop a basic theory of behavior. To develop the status of a profession, management must discover the underlying principles which unify its separatti aspeets. Business leaders, like leaders in other areas, are influenced by an "image of the future." Their ideas about where they are going may he Rather, I am interested in the development of a professional approach to management. ![]() While I shall suggest certain ways of thinking about management that should be helpful to executives today in working on inventory control, production scheduling, advertising, sales, and other problems, my primary concern here is not with techniques and preseriptions. My aim in this article is to look ahead at the specific kinds of progress which will be achieved and at the concepts which will make this progress possible. The way these five flow systems interlock to amplify one another and to cause change and fluctuation will form a basis for anticipating the effects of decisions, policies, organizational forms, and investment choices. Management is on the verge of a major breakthrough in understanding how industrial company suecess depends on the interaetion between the flows of information, materials, money, manpower, and capital equipment. A look at some promising new concepts of management should, I believe, convince even the skeptical executive that his job is developing into much more than an art, that conceptual skill will play an increasingly vital role in company success, and that management is fast becoming second to none as an exciting, dynamic, and intellectually demanding profession. ![]() INDUSTRIAL DYNAMICS a major breakthrough for decision makersĬlear or vague, but in any event they have a subtle and far-reaching impact on administrative thinking and decisions. ![]()
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