Management as an art
Management is an art because of the following attributes:
1. The process of management involves the use of knowhow and skills;
2. The process of management is directed towards the accomplishment of
concrete results;
3. It is creative in the sense that it is the function of creating productive
situations needed for further improvements;
4. Management is personalized in the sense that every manager has his own
approach to problems.
But it does not mean that science and art are mutually exclusive. The fact is that
science is a body of knowledge, while art denotes the mode of practical
application of knowledge. Evidently both are complementary to each other. Thus,
theory and practice of management are mutually helpful and go side by side for
the efficient functioning of any organization.
The most productive art is always based on an understanding of the science
underlying it. Actually, managing, like all other arts, makes use of underlying
organized knowledge-science-and applies it in the light of realities to gain a
desired practical result.
Management as a science
The following features of management as a science are required to be properly
understood:
(a) Management is an inexact science because it deals with complex human
phenomena about which knowledge is still limited;
(b) Management is still a developing science; and
,(c) Management is an inter-disciplinary science-it draws freely from other
disciplines, such as economics, sociology and psychology.
There should also be not much of dispute over describing management as an art.
The function of art is to effect change or accomplish goals by deliberate efforts.
Practical application of theoretical knowledge is reflected in art. In this sense,
management is an art as well. Management principles have been evolved not for
the sake of knowledge alone but for their application in concrete situations as
well. In fact, skill in the application of principles to work situations is so important
to the job of an executive that some authorities regard management to be
essentially an art. The practicing manager can be compared to a carpenter who
has to cut, refashion, and combine the pieces of wood to execute the order.
Management as a profession
Growing administrative complexities, emergence of the corporate form of
organizations with separation of ownership from management and development
of an organized body of systematic knowledge of management are factors of
great importance responsible for raising management to the status of a distinct
profession. But there are people who still do not agree to management being a
profession. To comment on this issue, therefore, one has to be conversant with
important features of a profession.
Features of Management as Profession
A field is normally characterized as profession when the following special features
are present in it:
(i) Systematic body of knowledge;
(ii) Need for learning and proper organization;
(iii) Entry restricted on the basis of examination or education; and
(iv) Dominance of service motive.
, Except for restricted entry, management qualifies all other tests of a profession. It
is now backed by a systematic body of knowledge. A number of management
principles have been developed which need proper learning and education.
Besides, in a number of countries management institutes, associations and
universities are now imparting knowledge relating to management. Moreover,
social and moral climate have thrown new challenges before management.
Management of today must be creative rather than adaptive and conscious of its
ethical and social responsibilities to the society. Another important development
in the field of management has been that the professional management
consultants are growing both in number and quality.
But management fails to qualify the test of professionalism relating to restricted
entry. Though there is growing awareness in the society to employ properly
educated and trained people for managing business enterprises, still self-made
managers cannot altogether be eliminated. Thus, being different from the legal or
medical professions, management in the strictest sense may fail to satisfy its
standing as a profession. But professional overtones are very much present here.
Management skills
Managerial skills are classified as technical, human and conceptual by Katz.
Assuming that a manager is one who directs the activities of other persons and
undertakes the responsibility for the achievement of objectives through such
efforts, the successful management seems to rest on three basic developable
skills: technical, human and conceptual. The relative importance of these three
skills varies with the level of managerial responsibility.
Thus, essential skills which every manager needs for doing better management
are called as Managerial Skills.
According to Prof. Katz, all managers require the above mentioned three
managerial skills. However, the degree of these skills required varies from levels
of management and from one organization to another.
Management is an art because of the following attributes:
1. The process of management involves the use of knowhow and skills;
2. The process of management is directed towards the accomplishment of
concrete results;
3. It is creative in the sense that it is the function of creating productive
situations needed for further improvements;
4. Management is personalized in the sense that every manager has his own
approach to problems.
But it does not mean that science and art are mutually exclusive. The fact is that
science is a body of knowledge, while art denotes the mode of practical
application of knowledge. Evidently both are complementary to each other. Thus,
theory and practice of management are mutually helpful and go side by side for
the efficient functioning of any organization.
The most productive art is always based on an understanding of the science
underlying it. Actually, managing, like all other arts, makes use of underlying
organized knowledge-science-and applies it in the light of realities to gain a
desired practical result.
Management as a science
The following features of management as a science are required to be properly
understood:
(a) Management is an inexact science because it deals with complex human
phenomena about which knowledge is still limited;
(b) Management is still a developing science; and
,(c) Management is an inter-disciplinary science-it draws freely from other
disciplines, such as economics, sociology and psychology.
There should also be not much of dispute over describing management as an art.
The function of art is to effect change or accomplish goals by deliberate efforts.
Practical application of theoretical knowledge is reflected in art. In this sense,
management is an art as well. Management principles have been evolved not for
the sake of knowledge alone but for their application in concrete situations as
well. In fact, skill in the application of principles to work situations is so important
to the job of an executive that some authorities regard management to be
essentially an art. The practicing manager can be compared to a carpenter who
has to cut, refashion, and combine the pieces of wood to execute the order.
Management as a profession
Growing administrative complexities, emergence of the corporate form of
organizations with separation of ownership from management and development
of an organized body of systematic knowledge of management are factors of
great importance responsible for raising management to the status of a distinct
profession. But there are people who still do not agree to management being a
profession. To comment on this issue, therefore, one has to be conversant with
important features of a profession.
Features of Management as Profession
A field is normally characterized as profession when the following special features
are present in it:
(i) Systematic body of knowledge;
(ii) Need for learning and proper organization;
(iii) Entry restricted on the basis of examination or education; and
(iv) Dominance of service motive.
, Except for restricted entry, management qualifies all other tests of a profession. It
is now backed by a systematic body of knowledge. A number of management
principles have been developed which need proper learning and education.
Besides, in a number of countries management institutes, associations and
universities are now imparting knowledge relating to management. Moreover,
social and moral climate have thrown new challenges before management.
Management of today must be creative rather than adaptive and conscious of its
ethical and social responsibilities to the society. Another important development
in the field of management has been that the professional management
consultants are growing both in number and quality.
But management fails to qualify the test of professionalism relating to restricted
entry. Though there is growing awareness in the society to employ properly
educated and trained people for managing business enterprises, still self-made
managers cannot altogether be eliminated. Thus, being different from the legal or
medical professions, management in the strictest sense may fail to satisfy its
standing as a profession. But professional overtones are very much present here.
Management skills
Managerial skills are classified as technical, human and conceptual by Katz.
Assuming that a manager is one who directs the activities of other persons and
undertakes the responsibility for the achievement of objectives through such
efforts, the successful management seems to rest on three basic developable
skills: technical, human and conceptual. The relative importance of these three
skills varies with the level of managerial responsibility.
Thus, essential skills which every manager needs for doing better management
are called as Managerial Skills.
According to Prof. Katz, all managers require the above mentioned three
managerial skills. However, the degree of these skills required varies from levels
of management and from one organization to another.
