Diagnosis in management : a comparative analysis of approaches to management integration

Abstract

The article explores the architecture of optimally integrated management by examining the integration of diagnosis. Existing patterns of integration cannot overcome the dilemma of management intergration because they operate on non-integrative basic information categories (facts and fantasy). Prominent characteristics of diagnosis as the managerial function of experience-based and intervention-oriented stimulation of problem-solving activities are outlined. A review of empirical and theoretical research serves the study of implementation problems.