Management as Science, Art & Profession

MANAGEMENT AS A SCIENCE:

Science is a systematic body of knowledge pertaining to a specific field of study. It established cause and effect relationship between tow or more variables and underlines the principles governing their relationship.

Science is characterized by main features:

  1. Universally accepted principles: Scientific principles are applied in all situations, at all time and places e.g., Low of gravitations. Management also contains some fundamental principles which can be applied universally like the principle of unity of command- i.e., one man, one boss.
  2. Experimentation and observation: Principles are based on logic. E.g., the principles that earth goes round the sun has been scientifically proved. Management principles are also developed through practical experiences and experiments of large no. of managers.
  3. Cause and effect relationship: Principles of science lay down cause and effect relationship between various variables. The same is true for management e.g., lack of parity (balance) between authority and responsibility will lead to ineffectiveness.
  4. Test of validity and predictability: Validity of scientific principles can be tested at any time or any number of times i.e, they stand the test of time. Each time these tests will give same result. Similarly, principles of management can also be tested for validity.

MANAGEMENT AS AN ART:

Art is defined as the use of skills to bring a desired result.

Features that make management an art.

  1. Use of theoretical knowledge: Art of learned and applied. Generally, in art, more emphasis is given on acquiring knowledge through practical experience. In management also, knowledge is acquired both through study and experience. Thus, management is an art.
  2. Personalised application of knowledge: As each of the artists has a personal style and approach towards their task. Similarly, management is a personalized art. Each manager has his own ways of managing and directing tasks as per their knowledge.
  3. Goal-oriented: all these forms of art are result oriented as it looks to acquire concrete results. Management is also managed towards the accomplishment of pre-decided goals.
  4. Perfection through practice: As an artist becomes more and more accomplished through continuous practice. In a similar sense, manager learn through the art of trial and error at first and makes them perfect in the tasks of managing.

MANAGEMENT AS A PROFESSION:

A profession may be defined as an occupation that requires specialised knowledge, skills and training and its usage for large interests of the society.

The essentials of a profession are:

  1. Specialised knowledge: A profession must have a systematic body of knowledge that c nabe used for development of professionals. Similarly, a manager must have devotion and involvement to acquire expertise in the science of management.
  2. Formal education and training: There are number of institutes and universities to impart education and training for a profession. Many institutes have been set up for imparting education and training for e.g., CA and
  3. Service motive: Professionals are primarily motivated by the desire to serve the society. Similarly, a manager is responsible not only to its owner but also to the society.
  4. Code of conduct: Members of a profession have to abide by a code of conduct which contains certain rules and regulations, norms of honesty, integrity and special ethics. Any member violating the code of conduct can be punished.
  5. Representative association: For the regulation of profession, existence of representative body is a must. For e.g., ICAI administers standard of competence of the auditors.

TOP LEVEL MANAGEMENT:

They comprise of the senior-most executives of the company and are normally regarded as CEO, COO, president and VP. They are accountable for the progress and continuation of the establishment. They are held responsible for all the pursuits of the company.

MIDDLE LEVEL MANAGEMENT:

It is a connection between top and lower-level managers. They are lower to the top managers and above to the first line managers. Their principle task is to bring out the plans formed by the top managers. For this purpose, they have to:

  • Understand the procedures outlined by the top management
  • Designate certain tasks and duties to workers and drive them to accomplish the objectives.
  • Interact with other departments for the stable operation of the company.

LOWER-LEVEL MANAGEMENT:

Supervisory management performs a significant task in the system since they coordinate with the genuine workforce and move in directions of the middle management to the employees.

This level consists of:

  • Supervisors
  • foremen
  • Inspectors

Functions performed at the lower level of management:

  • Providing on the job training to the workers.
  • Ensuring good performance of the workers.
  • Influence others to work more by setting an example.
  • Act as a link between the management and the workers.

SCOPE OF MANAGEMENT:

Scope of management specifies the organisational functions in which management is relevant. It defines the responsibilities, concepts, theories and principles related to managerial functions.

  1. Financial Management: This area deals with the record keeping of various transactions and management of financial resources. It includes preparation and examination of financial statements, and to show the working of results and financial position of the organisation.
  2. Marketing Management: It includes the distribution of organisation’s products to the buyers. It ensures that available resources are properly utilized and the best possible outcome are achieved.
  3. Personnel/Human Resource Management: As the name suggests – deals with personnel in a business environment. It includes their recruitment, training and development, wage and salary administration, transfer, welfare and security.
  4. Production Management: This type of management refers to the process of creating utilities. This area is normally kept under the control of production/operations manager who is responsible for the performance of entire related activities. It includes quality control, research and development and plan layout.
  5. Office Management: This includes controlling and co-ordinating all office activities to achieve an organisation’s goal. The more organised the departments and responsibilities are the more effective an organisation is.

NATURE OF MANAGEMENT PROCESS:

Management is a process which brings the scarce human and material resources together and motivates people for the achievement of objectives of the organisation. Management is not a one-time act but an on-going series of inter-related activities. The sum of these activities is known as management process.

FEATURES OF MANAGEMENT PROCESS:

  1. Social process: the entire management process is regarded as a social process as the success of all organisational efforts depends upon the willing co-operation of people. Managers guides direct, influence and control the actions of others to achieve stated goals.
  2. Continuous process: The process of management is on-going and continuous. Managers take up one or the other function continuously. It is repeated over and over again.
  3. Universal: Management functions are universal in the sense that a manager has to perform them irrespective of the size and nature of the organisation. Even in a non-business organisation, managerial functions are the same.
  4. Iterative: All managerial functions are composite and integrated. There can not be any sequence which can be strictly followed for performing various functions. Any function may be taken up first or many functions may be taken up at the same time.