MANAGEMENT: RESPONSIBILITY ASPECT

The factor in responsibility considering the structure of management should gain the re-quired weight. The success of organizations is determined not only by a properly prepared strat-egy (frequently in a ‘paper version'), optimal structure, precisely and effectively organized proc-esses, but also taking into account the responsibility of particular people at various levels of management. Responsibility is obviously directly related to values. Various crises of economy fre-quently arising in different parts of the world are often determined by the consistent patterns of managerial economics and the so-called human factor (Lamanauskas, 2011). Management is not unfettered freedom to generate profit or other material resources taking advantage of other people. According to C. Dierksmeier (2011), more and more frequently we discuss about the constructive use of the idea of responsible freedom. Certainly, a good manager is the one who has a broad knowledge of management theories and demonstrates practical abilities and skills. A gift of speech, pleasant appearance, good manners of behaviour and finally information on the nuances of management ethics are not enough. Traditionally, work done by a manager is complex and highly responsible and can be carried out by the one who has gained the required amount of knowledge and skills at management. It is reasonable to admit that the field of management can (should) only be properly acknowledged by those having a high level of responsibility perceived as one of fundamental values.