Warsaw, Poland

Management of Civil Defence Infrastructure Investments

Zarządzanie inwestycjami infrastruktury obrony cywilnej

Table of contents

⇑Management of Civil Defence Infrastructure Investments at ARŁ

⇑Definitions and quotes

Infrastructure
Infrastructure is the fundamental facilities and systems serving a country, city, or other area, including the services and facilities necessary for its economy to function. Infrastructure is composed of public and private physical improvements such as roads, bridges, tunnels, water supply, sewers, electrical grids, telecommunications (including Internet connectivity and broadband speeds). In general, it has also been defined as "the physical components of interrelated systems providing commodities and services essential to enable, sustain, or enhance societal living conditions."
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.
Management
The worker is not the problem. The problem is at the top! Management!
W. Edwards Deming (1993, p. 54) cited in: Melanie M. Minarik (2008) Building Knowledge Through Sensemaking. p. 13
Management
It is better to first get the right people on the bus, the wrong people off the bus, and the right people in the right seats, and then figure out where to drive.
Jim C. Collins (2001). Good to Great: Why Some Companies Make the Leap...and Others Don't p. 41.
Management
Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?
Wheeler L. Baker, Crisis Management: A Model for Managers (1993), p. 6

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