Jewellery
Jewellery (British English) or jewelry (American English) consists of small decorative items worn for personal adornment, such as brooches, rings, necklaces, earrings, pendants, bracelets, and cufflinks. Jewellery may be attached to the body or the clothes, and the term is restricted to durable ornaments, excluding flowers for example. For many centuries metal, often combined with gemstones, has been the normal material for jewellery, but other materials such as shells and other plant materials may be used. It is one of the oldest type of archaeological artefact – with 100,000-year-old beads made from Nassarius shells thought to be the oldest known jewellery. The basic forms of jewellery vary between cultures but are often extremely long-lived; in European cultures the most common forms of jewellery listed above have persisted since ancient times, while other forms such as adornments for the nose or ankle, important in other cultures, are much less common.
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.
Luxury
If we singled out a brand for each product category to make it a luxury icon, we would have Krug or Dom Perignon for champagne, Guerlain for fragrance and cosmetics, Hermès for leather goods, and maybe, in ladies' ready-to-wear, Armani or Valentino. For men's suits, Brioni could be the ultimate luxury, and Van Cleef & Arpels could be considered a special and distinctive brand of jewelry.
Michel Chevalier; Gerald Mazzalovo (18 May 2012). Luxury Brand Management: A World of Privilege. John Wiley & Sons. p. 7. ISBN 978-1-118-17179-0.
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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