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Right and Good Management - the key to success
“Right management is global, it is the same everywhere, because all properly functioning organizations are managed on the same principles. Right management, therefore, has to be only learnt once but, at the same time, thoroughly. The better right management is mastered, the more opportunities will arise and the more varied will be the ways in which it can be put to work.
Making oneself and others effective and successful by right and good management is the most important ability even in present day society and it will be far more so in the society of tomorrow. Everything depends on the ability to manage professionally: performance, career, respect, power and income and, in the end, health, satisfaction and a fulfilled life – in business, but also in all society’s other institutions. …”
(Professor Malik)
Right Management - an operating system for organizations
“My management model consists of a number of sub-systems that are of a modular nature and that, for any given application, can be configured into an overall system. The essence of my concept of management can be seen ….” (Professor Malik)
What management really is an what it isn't
“Management is the most important competitive factor. Management knowledge is the most important resource for creating competitive advantage. This applies to companies and equally to the individual. It is true that anyone who understands more about management than other people does not have any guarantee of a career and success, but he does have the ideal prerequisites for them.
Management makes people and organizations effective. Only by management are cleverness, intelligence, talent and knowledge turned into what really counts – results. …
… Peter F. Drucker, the doyen of management, writes in his most comprehensive book: «The first thing is that management, that is, the organ of leadership, direction, and decision in our social institutions, and especially in business enterprise, is a generic function which faces the same basic tasks in every country and, essentially, in every society. Management has to give direction to the institution it manages. It has to think through the institution’s mission, has to set its objectives, and has to organize resources for the results the institution has to contribute. . . . This means, above all, that managers practice management. They do not practice economics. They do not practice quantification. They do not practice behavioural science. These are tools for the manager. But he no more practices economics than a physician practices blood testing. He no more practices behavioural science than a biologist practices the microscope. He no more practices quantification than a lawyer practices precedents. He practices management.» …” (Professor Malik)