Introduction

This chapter presents managers to articulate their management priorities, in order to thread their way creatively through what often seem to be conflicting demands. It begins by defining management and suggests ways in which managers may ensure their management decisions are underpinned by their own principles as well as those of their organization. The chapter encourages reflection on self-management, on managing with others and on managing within the organization. It also describes the ethical managers have an understanding power relations and that they tend to work educatively with those they manage. The main decision for ethical managers is whether to use the formal decision-making processes, or to use the covert, micropolitical ones. Management and leadership bring powerful and often emotional overtones which can encourage resistance in those who are managed, and guilt in those who are to manage.