KINESTHETICS IN MANAGEMENT

Introduction One of many other duties of the management is to know what to do and towards what direction. Some call it being focused on target, some others refer to it as market and competition knowledge. Management sets the parameters for a company to make its way and course through the field of entrepreneurship, taking the charge of the organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of defined objectives. Management It is the procedure in all business and organizational activities of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization a group of one or more people or entities! or effort for the purpose of accomplishing a goal. "esourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources, and natural resources. It is in the human nature to move, e#plore and discover. In the same way, an enterprise should move to e#plore and discover the boundaries among which e#ists. It has to develop a certain intelligence in order to know what is useful to do, where to move and when, and how to acknowledge virgin territories markets! full of opportunities. $his kind of intelligence aims to support better business decision%making, which includes the analysis of many internal processes and also lots of e#ternal facts. $his analysis is bound to drive business value, dictate company&s ne#t move and alert its kinetics and kinesthesis.

Kinesthetics $he science of 'hysical (ducation, defines )*inesthesis+ as the conscious perception of movement or,and the position of body parts. $he mentioned consciousness is developed and produced by the function of internal sensors in order to realize the e#act spot in the space and decide on the intensity, time, and period of the movement e#ecuted due to the co%ordination of the various body parts. It is this metaphor that is able to represent the behavior and operation of an enterprise which struggles to make the right maneuvers in order to survive and succeed. -nder the view that organizations can be considered as systems, management can also be defined as human action and like every action delivers a re%action. On the grounds of this dynamic, an enterprise can be considered as a living organization, whose every move can influence the business environment and be influenced back. $his effort can be successful only by coordinating all the departments or the ones needed at the time! after analyzing time, necessity and resources. $his co%ordination is directly connected to the sense of *inesthesis of a company, which is the perception of controlling the movements in the market after affecting and been respectively affected. Dynamical Systems Theory .ynamical systems theory is an area of applied mathematics used to describe the behavior of comple# dynamical systems, usually by employing differential e/uations or difference e/uations. 0hen differential e/uations are employed, the theory is called continuous dynamical systems. 0hen difference e/uations are employed, the theory is called discrete dynamical systems. 0hen the time variable runs over a set which is discrete over some intervals and continuous over other intervals or is any arbitrary time% set such as a cantor set then one gets dynamic e/uations on time scales. Some situations may also be modelled by mi#ed operators such as differential%difference e/uations.

In sports biomechanics, dynamical systems theory has emerged in the movement sciences as a viable framework for modeling athletic performance. 1rom a dynamical systems perspective, the human movement system is a highly intricate network of co%dependent sub%systems e.g. respiratory, circulatory, nervous, skeletomuscular, perceptual! that are composed of a large number of interacting components e.g. blood cells, o#ygen molecules, muscle tissue, metabolic enzymes, connective tissue and bone!. In dynamical systems theory, movement patterns emerge through generic processes of self% organization found in physical and biological systems. 2orrespondingly, in a business network the various departments can operate either independently or in a project&s framework together with other parts of the company. 3evertheless, all these departments are working for the common cause, e#ecuting the strategy according to the philosophy and the vision of the enterprise. Self%organization can steam from the way every department works but mostly from the limits of freedom the management is willing to provide. It is true though that a stiff body as well as a stiff organization cannot present eligibility, stamina and strength. Conclusions - Suggestions 2onclusively, kinesthesis for an enterprise is to think out of the bo#, but act inside of it always being aware of the size and its dimensions. In a simple word, one should know what to do, how and when to do it. $o move is the most natural thing for a living organization and it is the same reason to keep a business organization alive. 1urther revision and development is recommended for the $heory of .ynamical Systems in order to become a model suitable to provide solutions for a company&s movements within the internal and e#ternal environment. 1urthermore, a link or relation should be e#amined to the 2haos theory and fractals formation. *eywords4 management, kinesthetics, dynamicalsystemstheory $rack number4 5

References 0heatley 6. M., 7888!, 9eadership and the new science, :nd edition, ;errett < *oehler publishers Inc., San 1rancisco, 2=, -S= ;alogun 6. > ?aily ?ope @., :AAB!, (#ploring Strategic 2hange, :nd edition, 'rentice ?all, -* "ose 6. .., 788C!, = multilevel =pproach to the study of Motor 2ontrol and 9earning, =llyn > ;acon, M= % -S= 'apadakis @., :AA:!, ;usiness Strategy4 Dreek and International (#perience Siomkos D., :AAB!, Strategic Marketing $erzidis *., :AAB!, Management < Strategic =pproach, (ditions Synchroni (kpedeftiki *azazis E., :AAB!, (fficient Marketing -nderstanding 2ompetitive =dvantage4 $he Importance of Strategic 2ongruence and Integrated 2ontrol % Springer ;erlin ?eidelberg :AAF. *azazis E., :AAB!, (fficient Marketing Siomkos D., :AAB!, Strategic Marketing