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.
Public
In public relations and communication science, publics are groups of individual people, and the public (a.k.a. the general public) is the totality of such groupings. This is a different concept to the sociological concept of the Öffentlichkeit or public sphere. The concept of a public has also been defined in political science, psychology, marketing, and advertising. In public relations and communication science, it is one of the more ambiguous concepts in the field. Although it has definitions in the theory of the field that have been formulated from the early 20th century onwards, it has suffered in more recent years from being blurred, as a result of conflation of the idea of a public with the notions of audience, market segment, community, constituency, and stakeholder.
Public Administration
Public Administration is the implementation of government policy and also an academic discipline that studies this implementation and prepares civil servants for working in the public service. As a "field of inquiry with a diverse scope" whose fundamental goal is to "advance management and policies so that government can function". Some of the various definitions which have been offered for the term are: "the management of public programs"; the "translation of politics into the reality that citizens see every day"; and "the study of government decision making, the analysis of the policies themselves, the various inputs that have produced them, and the inputs necessary to produce alternative policies."
Security
Security is freedom from, or resilience against, potential harm (or other unwanted coercive change) from external forces. Beneficiaries (technically referents) of security may be persons and social groups, objects and institutions, ecosystems, and any other entity or phenomenon vulnerable to unwanted change by its environment.
System
A system is a regularly interacting or interdependent group of items forming an integrated whole. Every system is delineated by its spatial and temporal boundaries, surrounded and influenced by its environment, described by its structure and purpose and expressed in its functioning.
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
System
A system is not something given in nature, but something defined by intelligence... We select, from an infinite number of relations between things, a set which, because of coherence and pattern and purpose, permits an interpretation of what might otherwise be a meaningless cavalcade of arbitrary events. It follows that the detection of system in the world outside ourselves is a subjective matter. Two people will not necessarily agree on the existence, or nature, or boundaries of any systems so detected.
Anthony Stafford Beer (1966, p. 242–3) as cited in: John Mingers (2006) Realising Systems Thinking: Knowledge and Action in Management Science. p. 86.
System
When Newton first discovered the property of attraction, and settled its laws, he found it served very well to explain several of the most remarkable phenomena in nature ; but yet with reference to the general system of things, he could consider attraction but as an effect, whose cause at that time he did not attempt to trace. But when "he afterwards began to account for it by a subtile elastic æther, this great man (if in so great a man it be not impious to discover any thing like a blemish) seemed to have quitted his usual cautious manner of philosophising; since, perhaps, allowing all that has been advanced on this subject to be sufficiently proved, I think it leaves us with as many difficulties as it found us. That great chain of causes, which links one to another, even to the throne of God himself, can never be unravelled by any industry of ours. When we go but one step beyond the immediately sensible qualities of things, we go out of our depth.
Edmund Burke (1792). Works, Volume 1. p. 198.
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