The document explores the nature of management as a science, art, and profession, highlighting that while management principles can be scientifically tested, the unpredictable nature of human behavior makes it more of a flexible science. It asserts that management requires practical knowledge, personal skills, creativity, and continuous practice. Furthermore, it concludes that management is not a full-fledged profession due to the lack of prescribed qualifications and regulatory authority, focusing instead on performance as the primary measure of a manager's success.

1. MANAGEMENT AS A SCIENCE, ART
AND PROFESSION
-VIVEK ANAND
-YOGENDRA P

2. IS MANAGEMENT
A SCIENCE ?
-UNIVERSALLY ACCEPTED PRINICIPLE
-EXPERIMENTATION AND OBSERVATION
-CAUSE AND EFFECT RELATIONSHIP
-TEST OF VALIDITY AND PREDICTION

3. UNIVESALLY ACCEPTANCE PRINCIPLES
SCIENTIFIC PRINCIPLES CAN BE APPLIED IN ALL
SITUATIONS, AT ALL TIMES AND ALL PLACES
SIMILARLY MANAGEMENT PRINCIPLE CAN BE
APLICABLE TO ALL TYPE OF ORGANISATION

4. EXPERIMENTATION AND OBSERVATION
SCIENTIFIC PRINCIPLES ARE BASED ON
RESEARCH, EXPERIMENTATION AND LOGIC
MANAGEMENT PRINCILES HAVE BEEN
DEVELOPED THROUGH EXPERIMENTS AND
PRACTICAL EXPERIENCES eg REMUNERATION

5. CAUSE AND EFFECT RELATIONSHIP
PRINCIPLES OF SCIENCE RELATES CAUSE AND
EFFECT BETWEEN DIFFERENT VARIABLES
MANAGEMENT ESTABLISHES RELATION BETWEEN
MANAGERS AND EMPLOYEES
EMPLOYES PAID WELL => MORE EFFICIENT WORK

6. TEST OF VALIDITY AND PREDICTABILITY
THEY STAND THE TEST OF TIME –MEANS IT CAN
BE TESTED AT ANY TIME OR ANY No. OF TIME
MANAGEMENT PRINCIPLE CAN BE TESTED FOR
THEIR VALIDITY WITH REGARDS TO CLARITY OF
THOUGHT AND DIRECTION

7. MANAGEMENT IS NOT AN EXACT SCIENCE
MANAGEMENT IS A SOCIAL/BEHAVIOR/FLEXIBLE SCIENCE BECAUSE
-IT DEALS WITH HUMAN BEINGS AND IT IS VERY DIFFICULT TO PREDICT THEIR
BEHAVIOR ACCURATELY
THEORIES AND PRINCIPLES MAY PRODUCE DIFFERENT RESULTS AT DIFFERENT
SITUATIONS AND TIME

8. IS MANAGEMENT
AN ART ?
-PRACTICAL KNOWLEDGE
-PERSONAL SKILL
-CRETIVITY
-PERFECTION THROUGH
PRACTISE

9. PRACTICAL KNOWLEDGE
-EVERY ARTS REQUIRE PRACTICAL KNOWLEDGE,
-IT IS IMPORTANT TO KNOW PRACTICAL
APPLICATIONS OF THEORITICAL PRINCIPLES
SIMPLY OBTAINING A DEGREE IS NOT ENOUGH,
MANAGER SHOULD ALSO KNOW HOW TO
APPLY VARIOUS PRINCIPLES IN REAL SITUATIONS
IN HIS CAPACITY AS A MANAGER

10. PERSONAL SKILL
ALL THE THEORITICAL BASE MAY BE SAME FOR
EVERY ARTIST EACH ONE HAS HIS OWN STYLE
AND MODE OF INTERPRATATION
EVERY MANAGER HAS HIS OWN WAY OF
MANAGING THINGS BASED ON HIS
KNOWLEDGE EXPERIENCE AND PERSONALITY

11. CREATIVITY
EVERY ARTIST HAS AN ELEMENT OF CREATIVITY
THAT LETS HIM PRODUCE SOMETHING THAT HAS
NEVER EXISTED BEFORE
MANAGEMENT IS ALSO CREATIVE IN NATURE
BECAUSE IT COMBINES THE CONCEPT OF
INTELLIGENCE AND IMAGINATION

12. PERFECTION THROUGH PRACTICE
EVERY ARTIST BECOMES MORE AND MORE
PROFICIENT THROUGH CONSTANT PRACTICE
LEARNING IS THROUG ART OF TRIAL AND ERROR
INITIALLY BUT THE APPLICATION OF
MANAGEMENT PRINCIPLES OVER THE YEAR
MAKES HIM PERFECT

13. CONCLUSION
 OLD SAYING THAT “MANAGER ARE BORN” HAS BEEN REJECTED IN THE
FAVOR OF “MANAGERS ARE MADE”
 SCIENCE AND ART NOT MUTUALLY EXCLUSIVE BUT THEY ARE
COMPLEMENTARY TO EACH OTHER
 MANAGEMENT IS THE OLDEST OF ART AND YOUNGEST OF SCIENCE
 MANAGEMENT AS SCIENCE IS THE “ROOT” AND MANAGEMENT AS ART IS
THE “FRUIT”

14. IS MANAGEMENT
A PROFESSION ?
-SPECIALIZED KNOWLEDGE
-FORMAL EDUCATION AND TRAINING
-SOCIAL OBLIGATIONS
-CODE OF CONDUCT
-REPRESENTATIVE ASSOCIATION

15. SPECIALIZED KNOWLEDGE
A PROFESSION MUST HAVE SYSTEMATIC BODY
OF KNOWLEDGE THAT CAN BE USED FOR
DEVELOPMENT OF PROFESSIONALS
A MANAGER MUST HAVE DEVOTION AND
INVOLVEMENT TO ACQUIRE EXPERTISE

16. FORMAL EDUCATION AND TRAINING
AN INDIVIDUAL CAN ENTER A PROFESSION
ONLY AFTER ACQUIRING SPECIFIC KNOWLEDGE
AND SKILL (DEGREE IS MANDATORY)
IN MANAGEMENT ALSO AN INDIVIDUAL HAS TO
ACQUIRE APPROPRIATE KNOWLEDGE AND
TRAINING (DEGREE IS NOT MANDATORY)

17. SOCIAL OBLIGATIONS
PROFESSIONALS ARE MOTIVATED IN DESIRE TO
SERVE SOCIETY, SOCIAL NORMS AND VALUE
A MANAGER IS RESPONSIBLE NOT ONLY FOR HIS
SUPERIOR’S BUT ALSO TO SOCIETY

18. CODE OF CONDUCT
MEMBERS OF A PROFESSION HAS TO ABIDE BY
THE CODE OF CONDUCT WHICH CONTAIN
CERTAIN RULES AND REGULATIONS
THE AIMA HAS PRESCRIBED A CODE OF
CONDUCT FOR MANAGERS BUT IT HAS NO TAKE
LEGAL ACTION

19. AIMA CODE OF CONDUCT FOR MANAGERS
FORMAL EDUCATION TO DEGREE LEVEL
EXISTENCE AND STRENGTHENING OF PROFESSIONAL ORGANISATIONS
FOUNDATION AND DEVELOPMENT OF PROFESSIONAL LITERATURE
INCREASED RESEARCH ACTIVITY SUPPLYING THE DISCIPLINE WITH NEW
THEORETICAL FRAMEWORKS
NEW KNOWLEDGE TO DEAL WITH ISSUES OF TECHNOLOGICAL DEVELOPMENT

20. REPRESENTATIVE ASSOCIATION
FOR THE REGULATION OF PROFESSION THE EXISTENCE OF
REPRESENTATIVE BODY IS A MUST EX:-INSTITUTE OF
CHARTERED ACCOUNTANTS OF INDIA
BUT AIMA DOES NOT HAVE ANY STATUATORY
POWERS TO REGULATE THE WORK OF
MANAGERS

21. CONCLUSION
MANAGEMENT IS NOT A FULL PLEDGED PROFESSION
* NO MINIMUM QUALIFICATIONS ARE HAVE BEEN PRESCRIBED FOR MANAGERS
* IT DOES NOT RESTRICT THE ENTRY IN MANAGERIAL JOBS
*NO MANAGEMENT ASSOCIATION HAS THE AUTHORITY TO GRANT A CERTIFICATE OF
PRACTICE
*MANAGERS ARE RESPONSIBLE TO MANY GROUPS SUCH AS SHRE HOLDERS EMPLOYEES
AND SOCIETY
*MANAGERS ARE KNOWN BY THEIR PERFORMANCE AND NOT MERE DEGREES
*THE ULTIMATE GOAL OF BUISINESS IS TO MAXIMIZE THE PRODUCT AND NOT SOCIAL
WELFARE

22. THE SLOGAN OF MANAGEMENT
“HE WHO SERVES BEST ,ALSO PROFITS MOST”

23. THANK YOU