Grimsby, United Kingdom

Animal Management

Language: English Studies in English
Subject area: economy and administration
University website: www.grimsby.ac.uk
Foundation of Sciences (FdSc)
Animal
Animals are multicellular eukaryotic organisms that form the biological kingdom Animalia. With few exceptions, animals consume organic material, breathe oxygen, are able to move, reproduce sexually, and grow from a hollow sphere of cells, the blastula, during embryonic development. Over 1.5 million living animal species have been described—of which around 1 million are insects—but it has been estimated there are over 7 million animal species in total. Animals range in length from 8.5 millionths of a metre to 33.6 metres (110 ft) and have complex interactions with each other and their environments, forming intricate food webs. The study of animals is called zoology.
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
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
Management
Management as an activity has always existed to make people’s desires through organized effort. Management facilitates the efforts of people in organized groups and arises when people seek to cooperate to achieve goals.
Daniel A. Wren and Arthur G. Bedeian. The evolution of management thought, 1972, p. 11-12
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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