Bragança, Portugal

Management of Forest Resources

Master's
Table of contents

⇑Management of Forest Resources at Polytechnic University of Bragança

Language: EnglishStudies in English
Subject area: economy and administration
Qualification: politécnico
Kind of studies: full-time studies
University website: www.ipb.pt

⇑Definitions and quotes

Forest
A forest is a large area dominated by trees. Hundreds of more precise definitions of forest are used throughout the world, incorporating factors such as tree density, tree height, land use, legal standing and ecological function. According to the widely used Food and Agriculture Organization definition, forests covered 4 billion hectares (9.9×109 acres) (15 million square miles) or approximately 30 percent of the world's land area in 2006.
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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