MANAGEMENT = ART + SCIENCE

INTRODUCTION

The term management is really broad and many who have tried putting it into a definite perspective have found their definitions lacking in one way or another. Conventionally, many define Management as an art. For example, Hill and McShane (2008) define Management as “the art of getting things done through people in organizations” and Follet (1868) defined Management as “the art of getting things done through people”. However, few writers have attributed Management as a process and so suggesting that it is a science too. For example, Terry (1994) defined Management as, “distinct process consisting of planning, organizing directing and controlling performed to determine and accomplish objectives by the use of people and resources”. Also, Robbins (2003) defines Management as “the process of getting things done effectively and efficiently, through people”. The diversity of these definitions in suggesting that Management can both be an art and a science shows that various perspectives exist to that effect. However, the diversity in these suggestions also shows that each perspective may be lacking in something. Ultimately, Management must be approached as both art and science. To show this point, I will elaborate on each side extensively and point out in what way one can view Management as either an art or a science and finally show how the two sides are applied practically and simultaneously.

MANAGEMENT AS A SCIENCE

Science is a systematic and logical way of gaining knowledge by creating, building and organizing knowledge in the form of testable explanations and predictions about the universe. With the scientific process, there is a great reliance on a definite procedure for doing things and these procedures are clear-cut and strictly adhered to. In the past, this was the form Management took in most companies. In a typical formal company, Managers of various units would care strictly and only about their unit and repeat daily defined tasks over and over again following the philosophy that ‘Practice makes perfect’. Management was indeed a distinct process and one could identify a Manager immediately he or she enters a company because the tasks of the manager were very different from any other activity in the company. The main function of the Manager was commandeering planning, organization, directing and controlling the various activities in the company. The Manager’s function is thoroughly systematic and he or she makes sure that every other activity follows a set standard and achieves a set target. In collating information for the running of his or her unit, a manager who views management as a ‘scientific process’ will not consider gossip as a relevant source for generating information. He or she will not consider rumor and to him or her set standards are final huge walls or border which shouldn’t be crossed. Management in this perspective actually achieves a lot in controlling behavior and setting boundaries for whatever activities are performed in the company. It ensures predictability and so makes accountability easy. However, approaching management as a science discourages creativity limits the scope of experience of a Manager. A Manager soon learns that he has to learn to understand his environment and know how to make use of every asset around him to his advantage. As much as a Manager has to be strict to procedures, he or she must be ‘artistic’ too.

MANAGEMENT AS AN ART

The art of Management is based on Intelligence. Knowing how best to adapt to an environment and use its characteristics to your benefit is the key to being an artistic Manager. Marvin (1986) implied this in his book, the Society of Mind, when he wrote,’…Eventually, very few of our actions and decisions come to depend on any single mechanism. Instead, they emerge from conflicts and negotiations among societies of processes that constantly challenge one another…’ Thus, the art of management involves more than a strict adherence to set rules and following a set procedure. It encompasses knowing how to tap the best out of those people or resources you use in management and mastering smart allocation of resources considering how best to achieve organizational goals. An ‘artistic’ manager would know that gossip contains the general feelings of the workers in the company and is an aggregate of worker comparisons with other companies. Gossips can indeed be a great way of generating internal information as well as external information. While a ‘scientific’ manager would not consider employing an applicant who lacks technical know-how, an ‘artistic’ manager would look out for the potential in that applicant to learn the technicalities and ultimately benefit the company. An ‘artistic’ Manager gives great attention to smart investment and typically would not go by the books in seeking and finding information. A Manager who approaches management as an art knows how to seek the opinions of his employees instead of relying on his or her expertise solely. The treasure box of a manager who views management as an art is his environment because the environment is his or her source of information and resources. In approaching Management as an art, a manager stands to achieve more in recognizing and understanding his assets and much easily making better use and application of them. However, a Manager who does not set rules, restrict himself with some defined boundaries or set definite standards, runs the risk of doing unnecessary things, generating conflict and confusing things in his or her company.

MANAGEMENT = ART+ SCIENCE

Management viewed from whether the art or science side only covers too little of the broad scope it denotes. Management must be viewed from a fine balance point of view between it being a science and it being an art to allow for ensuring order in the presence of creativity. A Manager at work should know how to commandeer planning, organization, directing and controlling while factoring in staff participation and astute analysis of prevailing environmental conditions. A typically balanced manager of a company knows to be alert for whatever information reaches his senses in whatever form; right from when he wakes up to his next waking time. He analyzes and divides information, putting it into perspective and deducing from it a workable means of achieving his organization’s goals. He knows his employees well and keeps his ears open for rumors or gossips. He sets systematic rules to govern daily work activities and checks to see if employees can beat standards already set. He is not too strict not to allow opinions and yet he is predictable. He understands investment and knows when to act to haunches. Rigorous procedure is his hallmark and Creativity is his beauty.