Construction
Construction is the process of constructing a building or infrastructure. Construction differs from manufacturing in that manufacturing typically involves mass production of similar items without a designated purchaser, while construction typically takes place on location for a known client. Construction as an industry comprises six to nine percent of the gross domestic product of developed countries. Construction starts with planning, design, and financing; it continues until the project is built and ready for use.
Investment
In general, to invest is to allocate money (or sometimes another resource, such as time) in the expectation of some benefit in the future – for example, investment in durable goods, in real estate by the service industry, in factories for manufacturing, in product development, and in research and development. However, this article focuses specifically on investment in financial assets.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Process
A process is a set of activities that interact to achieve a result.
Investment
Every child in American should have access to a well-stocked school library. … An investment in libraries is an investment in our children's future.
Laura Welch Bush As quoted in Biography Today : Profiles of People of Interest to Young Readers, Vol. 12, Issue 2 : Laura Bush by Joanne Mattern (2003), p. 34.
Management
Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing, , directing, and controlling) is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented. This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them.
Harold Koontz and Cyril O'Donnell. Principles of Management; An Analysis of Managerial Functions. 1968, p. 1
Management
In the long-run the workman may be as necessary to his master as his master is to him, but the necessity is not so immediate.
Adam Smith (1776) The Wealth of Nations Chapter VIII, p. 80
