Investigating the issues.

In order to resolve management issues and problems it is necessary first to identify their essential elements. All management systems consist of only three components:

·         Resources

·         Activities

·         Controls

It is necessary to begin by selecting which of these three component is most relevant, and then to examine that component in more detail. Each component breaks down into further components, each of which is associated with particular characteristics and aspects. The progressive analysis of these management systems components enables the final elements of any management issue or problem to be identified, and all irrelevant factors to be eliminated.

Whilst the narrative description of this diagnostic method may be tedious, the procedure is simple, logical, and exhaustive. If this is applied systematically it ensures that all relevant aspects of the systems have been identified, addressed and explored. Within the Management Universe such comprehensive diagnosis applied to management problems is rare.


Evaluation is only possible if the attributes and performance of the activities, resources, connections between them and controls are known. It is then necessary to compare these with other similar resources and activities in other systems, or compare them with those in the same system at some other time. Evaluation may be made by comparing actual performance with anticipated or previously planned performance of activities and resources. Controls may be evaluated by inspecting their consistency and effectiveness in achieving the objectives that have been set for the systems.


Having separated and isolated the problem components, more detailed analysis and assessment can be made. If the problems are in resources, the location, quality and quantity may then be assessed. Are they located in the right place? Are they of the right quality? Is their quantity correct, or are there too few or too many? If the problems are in activities, exactly the same questions of location, quality, and quantity can be asked. If the answer to any of these questions is unsatisfactory, then the next question is do the essential requisites of activity exist — opportunity, capability, and motivation? If the problems are in controls, once again the same questions of location, quality, and quantity may be asked — are the controls in the right places, are they of a suitable quality, and are there sufficient of them? If the controls are not of a suitable quality is it because of evaluation, implementation or decisions? The analysis of the components and factors associated with them such as rewards and effects can be continued and carried down to whatever level of detail is appropriate and necessary.

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