Administracja menedżerów
Menager administration

Summary/Abstract: The process of creating cadres of managers was not uniform, so it can be periodized. The professionalization of management initially involved individual industries, and then other branches of the economy. There were views that particular managerial skills, such as selecting personnel, motivating or solving leadership problems, are achieved both through practical experience and through mastery of management theory. A new social role for the emerging group of managers was recognized. The New Public Management Model includes proposals for changes in the system of governance. D. Osborn and T. Gaebert presented ten new principles that modern decision-makers should follow in exercising power. It is often criticized, but undeniably represents a code of rational conduct for government employees. The NZP concept implies: a new approach to the recipient of public services (separating the customer from the provider or contractor of services, realizing that the public is the customer); introducing a quasi-market mechanism (contracting services, regulating the process of service delivery); generating savings and revenues, controlling results; a new pay policy; separating management processes from political activities. To contribute to the success of an organization, managers can instinctively focus on: building the optimal business strategy, hiring the best employees, using the fullest knowledge, streamlining business processes, "squeezing" efficiency out of their organization, responding to market demands. Managers perform many functions: leader, leader, administrator, controller, planner, coordinator, mediator, motivator and advisor.

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