Management as a Science or Art - Coursework Example

University Name Department Management as a science or art Student name & Admission number Date of Submission Introduction Management refers to the process carried out by one or more persons in coordination to the activities of others so as to attain results not attainable by on a person operating alone. Management also refers to a process of planning and maintaining workplace surrounding where people work together in groups to achieve the desired goals. As such, managers execute the management functions which include planning, organizing, staffing, leading and controlling. The study of management is termed to be a methodical body of knowledge, and therefore viewed as oldest of the art and youngest of the science (Berden, 2005). Establishing a successful business calls for a clear knowledge of the business purpose and the principles guiding its management. Management as a science For any branch of knowledge to be described as a science, it must fulfill the following features; (a) must have a methodological body of knowledge with own principles which need to be independent, (b) the principles must be evolved on the basis of continuous inquest and research, (c) the principles should explain a phenomenon by ascertaining a cause-effect relations, and (d) the principles must be accessible for authentication to be universally up to standard (Bateman & Snell, 2009). Management as a discipline has been said to be a science because it has emerged a systematic body of knowledge that has its own principles (Bateman & Snell, 2009).The applications of these management principles have assisted managers to attain the desired goals. Additionally, the management discipline has heavily borrowed from other disciplines like psychology, religion and sociology to assist in solving managerial problems. On the other hand, management may not be perceived as an exact science but rather inexact science due to the following: (a) by its definition, management entails getting tasks done through other people who are unique in relation to aspirations, attitudes and perceptions, whose variations are so obvious that standard results may not be attained in otherwise same surrounding, (b) the behavior of employees (human beings) cannot be predicted correctly and thus standards as well as readymade solutions cannot be applied to management problems, (c) management also happens to be concerned with the future which appears to be complex and unpredictable, and in case there is changes in management, plans will be completely affected, and (d) management plans are more likely to be altered as a result of the changes in the external environment for instance technological and economic changes. Management as an art The word “art” submits to the knowledge or ways of executing some tasks to attain the desired goals. In regard to management as an art, it focuses on the skill with which the activities are done. Art entails application of knowledge and skill in helping to achieve desired results. As such, the constant practice of the theoretical concept leads to the formation and sharpening of skills. Moreover, management as an art emphasizes the need for practice where management scholar form reputable institutions may not be very knowledgeable and thus calls for creativity and practice (Bateman & Snell, 2009). For example, a manager’s commitment to innovations is dependent on various aspects and is directly affected by the management’s choice to pursue acquisitions and mergers. One of the major reasons why managers choose acquisitions and mergers rather than innovation is the risk inherent in pursuing innovation and the tradeoff between resource allocations. Resources are limited and there is always a need to allocate such resources in an investment that has the least risk per expected returns (Berden, 2005). Therefore, when managers are faced with the need to allocate the limited resources between innovation and mergers they instinctively choose mergers or acquisitions because they have a lower risk compared to innovations. Management as an art entails the following characteristics:- a) Practical knowledge: every art related discipline call for practical knowledge thus learning of hypothesis is not adequate. It is incredibly vital to understand practical submission of theoretical principles (Hodgers, 2000). A manager cannot become successful just by acquiring degree in management; he ought to have also knowledge of applying a number of principles in real life situations so as to function in position of a manager. b) Personal skill: although theoretical base might be similar for each artist, but everyone has his own style and approach in carrying out his duties. This is the reason why performance level and success vary from one person to another. Similarly, management as an art is personalized not theorized and as such, every manager has his own way of managing things, thus why some managers are perceived to be good managers whereas others are bad managers (Bateman & Snell, 2009). c) Creativity: every artist has his own way of doing things, that is why they aim at coming up with something that never existed. Management is also creative in a manner that it brings together human and non-human resources in functional way so as to attain preferred results. d) Perfection through practice: every artist turns out to be more efficient through constant practice. Similarly, managers will always learn through an art of trial and error and with time, the application of management principles through the years making them perfect in managing their staffs and tasks (Berden, 2005). e) Goal-oriented: every art is believed to be result oriented as it hunts for formidable results. In the same way, management is also directed towards achievement of pre-determined goals. Managers employ a number of resources like machines, money and materials in promoting growth and development of an organization. Therefore, based on the above characteristics, it can be ascertained that management is an art since it apply certain principles. Moreover, it is an art of highest level because it entails molding of peoples’ attitudes and behavior at work to attain desired goals. Leadership and management Leadership is thought to have the same meaning as management. However, Chreim et al (2010, p.187) refers to leadership as the ability to identify those things one need to accomplish, compared to management which goes about accomplishing those things that have been identified (Bateman & Snell, 2009). According to Chreim et al, leadership comes first before management, hence is likened to brainstorming on how to conquer an established empire, while management comes in handy in such scenario as “problem solvers”, implement the strategy and tactics of which military hardware to use and whether to deploy gorilla fight to overcome the enemy (Hodgers, 2000). Differences between management and natural science Management tends to differ from natural science for instance Chemistry and physics. Management look at how things can be well-managed to achieve desired goals whereas subject like chemistry and physics concentrates more on applied theory in sphere of work. Scholars in management focus on how resources can be allocated in an investment that has the least risk per expected returns (Berden, 2005).Management conclusions are perceived to be tentative whereas science conclusion are said not to be tentative, meaning that are left pending to allow further study to come along. On the other hand, scientific ideas on subjects like physics and chemistry is subject to scrutiny, and rarely will people take sides, while for management, managers ideas is his own creativity and sometimes people may take sides in the organisation. Characteristics of science Science is said to be always work in progress and is described by a number of elements which include, (a) its conclusion is believed to be reliable but though tentative, hence more improvement can be made, (b) rigid and thus not democratic, despite it being subject to scrutiny, no one can contest for taking sides, (c) non-dogmatic, science ideas are only trusted to some extent at which research is founded, and lastly but not least, (d) rarely will science make a moral decision because of assumptions held in judgments. Conclusion Management can be identified as art and a science, since the discussion above shows that management merges characteristics of both science and art. It is termed as a science since it has organized body of knowledge which comprises definite universal truth. It is referred to as an art since managing calls for certain skills which are individual ownership of managers. For leaders to be successful in his work ought to possess the knowledge of science and the art of applying that particular knowledge and skills. For example, an individual cannot become a chef unless he has the knowledge about cooking tips and in individual skills in the art of cooking. Similar way it is not adequate for manager to first understand the principles but he ought also to apply them in solving a range of managerial troubles that is why, science and art are not equally limited although they are complementary to each other. As such, the old adage that managers are born has been refuted in favor of managers are made. References Bateman, T. S., & Snell, S. A. (2009), Management: Leading and collaborating in a competitive World (8th Ed.). Newark, NJ: McGraw-Hill. Berden, A.G. (2005). Management, New York: Dryolen Press Bass, B.M. (2003). Organisational decision making” Homewood, III: Richard Irvin Carr, S. M. & Clarke, C. L. 2010. The manager's role in mobilizing and nurturing development: Journal of Nursing Management, vol.18, pp.332-338. Chreim, S., Williams, B. E., Janz, L. & Dastmalchian, A. 2010. Management Change: , vol.35, pp.187-199. Drucker,P. (1987). Management, Tasks, Responsibilities and Practice, Hauper & Row Hodgers, R.M. (2000). Management Theory, Process and Practice, New York: Academic Press Terry, G. & and Franklin, G.F. (1998). Principles of management. Delhi: AITBs See H. Koontz, C. O'Donnell, and H. Weihrich. Management, 7th ed. (New York: McGraw-Hill, 1980). p. 722 See W. D. Brinckloe and M. T. Coughlin, Managing Organizations (Encino, CA: Glencoe Press. 1977). p. 298. Read More