This document is an essay that explores whether management is an art or a science. It begins by defining management and examining different management styles. It then analyzes major elements of management like planning, organizing and leading. It also looks at specific disciplines like strategic management and risk management to determine if they have artistic or scientific aspects. The essay concludes that management has elements of both an art and a science and is best defined as a mixture of the two. Further research is still needed to fully determine the nature of management.
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
White Paper - The Business Case For Business IntelligenceDavid Walker
This white paper looks at the business case that should lie behind the decision to build a data warehouse and provide a business intelligence solution.
There are three primary drivers for making the investment in a business intelligence solution
1. Measurement and management of the business process
2. Analysis of why things change in the business in order to react better in the future
3. Providing information for stakeholders
As a consequence of the investment there will also be a number of secondary benefits that will help to justify the investment and these are also discussed. Finally there are a number of ‘anti-drivers’ – reasons for not embarking on a business intelligence programme.
The document discusses procurement and supplier focus, which is the third building block of supply chain management. It covers the historical view of purchasing, definitions of procurement and what it entails. Procurement includes activities like purchasing materials, contracting services, and selecting suppliers. The document also discusses ethics in procurement and environmental considerations. Sourcing strategies like outsourcing, offshoring and insourcing are explained. Service level agreements and e-procurement methods such as e-catalogs and e-auctions are also summarized.
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Watch this free 1-hour webinar, and you’ll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
Manufacturing planning and control systems
Chapter 4
1.Capacity Planning
2.CAPACITY PLANNING'S ROLE IN MPC SYSTEMS.
3.CAPACITY PLANNING AND CONTROL TECHNIQUES.
4.MANAGEMENT AND CAPACITY PLANNING.
5.DATA BASE REQUIREMENTS.
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
Here are the sequences that would result from applying each priority rule to the jobs:
FCFS: A, B, C
SPT: A, C, B
LPT: B, A, C
EDD: B, A, C
TSPT: A, C, B
LS: A, B, C
COVERT: B, A, C
The FCFS, EDD, LS and COVERT rules all produce the same sequence of B, A, C since job B has the earliest due date. The SPT and TSPT rules sequence A first since it has the shortest processing time. Only the LPT rule sequences the jobs in the opposite order of B
In this presentation we will discuss the basics of ERP system and its structure. We will also talk about client server functions.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
White Paper - The Business Case For Business IntelligenceDavid Walker
This white paper looks at the business case that should lie behind the decision to build a data warehouse and provide a business intelligence solution.
There are three primary drivers for making the investment in a business intelligence solution
1. Measurement and management of the business process
2. Analysis of why things change in the business in order to react better in the future
3. Providing information for stakeholders
As a consequence of the investment there will also be a number of secondary benefits that will help to justify the investment and these are also discussed. Finally there are a number of ‘anti-drivers’ – reasons for not embarking on a business intelligence programme.
The document discusses procurement and supplier focus, which is the third building block of supply chain management. It covers the historical view of purchasing, definitions of procurement and what it entails. Procurement includes activities like purchasing materials, contracting services, and selecting suppliers. The document also discusses ethics in procurement and environmental considerations. Sourcing strategies like outsourcing, offshoring and insourcing are explained. Service level agreements and e-procurement methods such as e-catalogs and e-auctions are also summarized.
Harnessing The Power of 5S and Visual Management with GoLeanSixSigma.comGoLeanSixSigma.com
Watch this free 1-hour webinar, and you’ll learn how to use powerful visual management tools to promote positive change in your organization.
You can find the rest of the webinar materials and questions from the webinar here: https://goleansixsigma.com/webinar-harness-power-5s-visual-management/
Manufacturing planning and control systems
Chapter 4
1.Capacity Planning
2.CAPACITY PLANNING'S ROLE IN MPC SYSTEMS.
3.CAPACITY PLANNING AND CONTROL TECHNIQUES.
4.MANAGEMENT AND CAPACITY PLANNING.
5.DATA BASE REQUIREMENTS.
Coca-Cola Hellenic, one of the largest Coca-Cola bottlers worldwide, has started a three year long project to substitute all legacy systems with a SAP implementation called Wave 2, in order to maximize efficiencies in use of resources and apply common best practices and polices accross the group.
Here are the sequences that would result from applying each priority rule to the jobs:
FCFS: A, B, C
SPT: A, C, B
LPT: B, A, C
EDD: B, A, C
TSPT: A, C, B
LS: A, B, C
COVERT: B, A, C
The FCFS, EDD, LS and COVERT rules all produce the same sequence of B, A, C since job B has the earliest due date. The SPT and TSPT rules sequence A first since it has the shortest processing time. Only the LPT rule sequences the jobs in the opposite order of B
In this presentation we will discuss the basics of ERP system and its structure. We will also talk about client server functions.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The 7th Annual Anthem FITT for Life Expo welcomes attendees. Visitors can support sponsors and donate food for raffle entries. Activities include a chipping contest, getting exhibitor passport stamps, and a stuffed animal clinic. The expo guide provides schedules for demonstrations, workshops, entertainment, and a map.
Agenda 2030 y los objetivos de desarrollo sostenible ONU 2015Reina Sequera
Este documento presenta la Agenda 2030 y los Objetivos de Desarrollo Sostenible como una oportunidad para América Latina y el Caribe. Describe los 17 Objetivos y sus metas, y explica cómo la CEPAL apoyará a los países de la región en la implementación y seguimiento de la Agenda 2030.
This document lists and evaluates several potential filming locations for a project called "Blackout", including interior locations like a kitchen, bedroom, and conference room, as well as exterior locations like a public library, tunnel, alleyway, and graffiti-covered wall. For each location, it identifies advantages such as easy access and flexible hours, as well as potential issues like noise, lighting needs, and weather dependence that would require solutions.
El interés de la Anestesiología por estandarizar los procedimientos asociados al cuidado perioperatorio no son nuevos.
Existen Gol Estándars de Niveles de Seguridad y Calidad a nivel industrial y empresarial, teniendo como referencia indicadores de calidad y seguridad anestesiológicos.
Los datos a nivel mundial han provocado la reacción y coordinación a escala global para MEJORAR LA SEGURIDAD Y CALIDAD PERIOPERATORIA, asegurando el cumplimiento de prácticas sustentadas científicamente (World Alliance for Patient Safety 2008).
El Ministerio de Salud como ente Rector emite Normas Técnicas de Salud para su cumplimiento y aplicación en los diversos Sistemas Hospitalarios (públicos y privados). Las Instituciones como ESSALUD emiten Directivas sobre Seguridad del Paciente y sobre Calidad de Atención Médico Quirúrgico.
"Las normas, directivas y procesos sobre la atención en salud existen, sólo hay que cumplirlas y respetarlas".
Polly Pritchard created initial ideas and a final product for a film poster. The first idea featured evidence of murders from the film through a torn newspaper page revealing the protagonist's face. Feedback was that it didn't reveal the ending and hinted at the premise but seemed more like a teaser. The second idea featured both actors in the style of film noir posters but with a background image instead of color. One character would be in black and white and the other in color to create disconnect. The final product used the second idea and received positive feedback, though the production credits could be harder to read.
Este documento presenta una introducción a la administración de recursos humanos en las organizaciones y en la Policía Nacional del Perú. Explica los procesos básicos de la administración de recursos humanos como la planificación, reclutamiento, selección, capacitación y evaluación del desempeño. También describe los desafíos en áreas como la reducción de personal y la provisión de recursos humanos. Finalmente, analiza la situación actual de la administración de personal en la PNP y propone recomendaciones para optimizar los procesos de
(1) La fibrilación auricular es la arritmia cardíaca más común y aumenta el riesgo de accidente cerebrovascular; (2) Los nuevos anticoagulantes orales como el dabigatrán son una alternativa a la warfarina al no requerir monitoreo y tener menos interacciones; (3) Estos fármacos deben suspenderse antes de procedimientos quirúrgicos de acuerdo a la función renal para prevenir sangrado.
Este documento presenta información sobre la metodología de investigación científica y técnica. Explica conceptos clave como datos, información, conocimiento y tecnología, y describe la estrategia de observación, análisis y aplicación. Además, discute métodos de investigación como los métodos inductivo, deductivo y otros, y tipos de diseños de investigación como experimentales, cuasiexperimentales y no experimentales. Finalmente, aborda temas como la validez, confiabilidad y construcción de instrumentos de medición.
Christine van Zyl has over 20 years of experience in accounting, finance, and administration roles. She has strong computer skills including Excel, Word, and accounting software. Her most recent role was 13 years as Assistant Financial Manager at African Bank Limited where her responsibilities included accounts payable, cash management, asset control, and customer support. Prior to that she held purchasing and warehouse coordinator roles. She has a secretarial diploma and has completed training in accounting software, Excel, and business management topics.
The document discusses opportunities for companies to monetize software and services in the emerging Internet of Things (IoT) landscape. It outlines new business models like pay-per-use, software-as-a-service, and pay-per-outcome that leverage IoT data. Examples are provided of companies reducing product costs by offering standardized software control panels or charging by machine operation hours with ongoing support. The document also addresses key questions for companies on implementing new monetization strategies and transitioning to cloud and SaaS, and provides guidance on getting started with a software monetization approach through defining metrics, pricing models, and go-to-market strategies.
Management Consultants in the Restoration of Dai Vietinventionjournals
The purpose of this study was to identify management consultants in the restoration of Đại Việt and provide management analysis by associating it with the modern management theories, as well as tracing the practice of management to the early ages.The Vietnamese, which realize the uniqueness of Đại Việt, resist Chinese domination through several revolts in order to restore the independence of Đại Việt. Some of the revolts were supported by abundant consultations, while others are lacking. This qualitative research was using the study of text to identify management consultants in the restoration of Đại Việt and provide such management analysis. This research has shown that the management consultants at that time was Consultant-General, which contribute in each phase to the restoration of Đại Việt. Consultations have a focal role in the restoration of Đại Việt. Consultancies provided to the top management, the resistant leaders, was remarkable. Such management consultants were exalted and honored as majestic heroes.
This document provides an introduction to management and organization. It defines management and discusses it as both an art and a science. It also differentiates between managers and entrepreneurs. The document outlines several management approaches including scientific, human relations, systems, and contingency approaches. It discusses key concepts such as the four functions of management, levels of management, and skills needed for managers. Overall, the document serves as an overview of the topic of management and organization.
This document provides an introduction to management and organization. It defines management and discusses it as both an art and a science. It describes the different approaches to management including scientific, human relations, systems, and contingency approaches. It also defines key management terms like efficiency, effectiveness, managers, and entrepreneurs. Finally, it discusses classical and modern approaches to management such as scientific management, administrative management, and various views of management as behavioral, systems-oriented, and contingent on external factors.
The document provides an introduction to management and organization. It defines management in several ways and discusses management as both an art and a science. It differentiates between managers and entrepreneurs, explaining that managers coordinate work through others while entrepreneurs take on financial risks to start businesses. The document also outlines various management approaches, roles, skills, and the importance of studying management. It discusses management as a process, activity, profession, discipline, and group. Finally, it explains the similarities and differences between managers and entrepreneurs.
The document discusses essential management skills. It begins by outlining three types of managerial skills identified by Robert Katz: technical skills, conceptual skills, and human/interpersonal skills. It then lists and describes eight essential management skills, including project management, time management, conflict management, self management, team management, stress management, people management, and office management skills. The skills involve abilities such as planning, organizing, budgeting, communication, delegation, motivation, and overseeing administrative functions. Effective managers draw on various combinations of skills to achieve goals and lead others.
Management involves coordinating efforts to accomplish organizational goals efficiently using available resources. It includes planning, organizing, staffing, leading, and controlling. Management is both a business function and an academic discipline. Historically, management theories and functions have developed from military organization, accounting practices, and advice literature for rulers. Modern management focuses on satisfying stakeholders, creating value, and achieving objectives.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The 7th Annual Anthem FITT for Life Expo welcomes attendees. Visitors can support sponsors and donate food for raffle entries. Activities include a chipping contest, getting exhibitor passport stamps, and a stuffed animal clinic. The expo guide provides schedules for demonstrations, workshops, entertainment, and a map.
Agenda 2030 y los objetivos de desarrollo sostenible ONU 2015Reina Sequera
Este documento presenta la Agenda 2030 y los Objetivos de Desarrollo Sostenible como una oportunidad para América Latina y el Caribe. Describe los 17 Objetivos y sus metas, y explica cómo la CEPAL apoyará a los países de la región en la implementación y seguimiento de la Agenda 2030.
This document lists and evaluates several potential filming locations for a project called "Blackout", including interior locations like a kitchen, bedroom, and conference room, as well as exterior locations like a public library, tunnel, alleyway, and graffiti-covered wall. For each location, it identifies advantages such as easy access and flexible hours, as well as potential issues like noise, lighting needs, and weather dependence that would require solutions.
El interés de la Anestesiología por estandarizar los procedimientos asociados al cuidado perioperatorio no son nuevos.
Existen Gol Estándars de Niveles de Seguridad y Calidad a nivel industrial y empresarial, teniendo como referencia indicadores de calidad y seguridad anestesiológicos.
Los datos a nivel mundial han provocado la reacción y coordinación a escala global para MEJORAR LA SEGURIDAD Y CALIDAD PERIOPERATORIA, asegurando el cumplimiento de prácticas sustentadas científicamente (World Alliance for Patient Safety 2008).
El Ministerio de Salud como ente Rector emite Normas Técnicas de Salud para su cumplimiento y aplicación en los diversos Sistemas Hospitalarios (públicos y privados). Las Instituciones como ESSALUD emiten Directivas sobre Seguridad del Paciente y sobre Calidad de Atención Médico Quirúrgico.
"Las normas, directivas y procesos sobre la atención en salud existen, sólo hay que cumplirlas y respetarlas".
Polly Pritchard created initial ideas and a final product for a film poster. The first idea featured evidence of murders from the film through a torn newspaper page revealing the protagonist's face. Feedback was that it didn't reveal the ending and hinted at the premise but seemed more like a teaser. The second idea featured both actors in the style of film noir posters but with a background image instead of color. One character would be in black and white and the other in color to create disconnect. The final product used the second idea and received positive feedback, though the production credits could be harder to read.
Este documento presenta una introducción a la administración de recursos humanos en las organizaciones y en la Policía Nacional del Perú. Explica los procesos básicos de la administración de recursos humanos como la planificación, reclutamiento, selección, capacitación y evaluación del desempeño. También describe los desafíos en áreas como la reducción de personal y la provisión de recursos humanos. Finalmente, analiza la situación actual de la administración de personal en la PNP y propone recomendaciones para optimizar los procesos de
(1) La fibrilación auricular es la arritmia cardíaca más común y aumenta el riesgo de accidente cerebrovascular; (2) Los nuevos anticoagulantes orales como el dabigatrán son una alternativa a la warfarina al no requerir monitoreo y tener menos interacciones; (3) Estos fármacos deben suspenderse antes de procedimientos quirúrgicos de acuerdo a la función renal para prevenir sangrado.
Este documento presenta información sobre la metodología de investigación científica y técnica. Explica conceptos clave como datos, información, conocimiento y tecnología, y describe la estrategia de observación, análisis y aplicación. Además, discute métodos de investigación como los métodos inductivo, deductivo y otros, y tipos de diseños de investigación como experimentales, cuasiexperimentales y no experimentales. Finalmente, aborda temas como la validez, confiabilidad y construcción de instrumentos de medición.
Christine van Zyl has over 20 years of experience in accounting, finance, and administration roles. She has strong computer skills including Excel, Word, and accounting software. Her most recent role was 13 years as Assistant Financial Manager at African Bank Limited where her responsibilities included accounts payable, cash management, asset control, and customer support. Prior to that she held purchasing and warehouse coordinator roles. She has a secretarial diploma and has completed training in accounting software, Excel, and business management topics.
The document discusses opportunities for companies to monetize software and services in the emerging Internet of Things (IoT) landscape. It outlines new business models like pay-per-use, software-as-a-service, and pay-per-outcome that leverage IoT data. Examples are provided of companies reducing product costs by offering standardized software control panels or charging by machine operation hours with ongoing support. The document also addresses key questions for companies on implementing new monetization strategies and transitioning to cloud and SaaS, and provides guidance on getting started with a software monetization approach through defining metrics, pricing models, and go-to-market strategies.
Management Consultants in the Restoration of Dai Vietinventionjournals
The purpose of this study was to identify management consultants in the restoration of Đại Việt and provide management analysis by associating it with the modern management theories, as well as tracing the practice of management to the early ages.The Vietnamese, which realize the uniqueness of Đại Việt, resist Chinese domination through several revolts in order to restore the independence of Đại Việt. Some of the revolts were supported by abundant consultations, while others are lacking. This qualitative research was using the study of text to identify management consultants in the restoration of Đại Việt and provide such management analysis. This research has shown that the management consultants at that time was Consultant-General, which contribute in each phase to the restoration of Đại Việt. Consultations have a focal role in the restoration of Đại Việt. Consultancies provided to the top management, the resistant leaders, was remarkable. Such management consultants were exalted and honored as majestic heroes.
This document provides an introduction to management and organization. It defines management and discusses it as both an art and a science. It also differentiates between managers and entrepreneurs. The document outlines several management approaches including scientific, human relations, systems, and contingency approaches. It discusses key concepts such as the four functions of management, levels of management, and skills needed for managers. Overall, the document serves as an overview of the topic of management and organization.
This document provides an introduction to management and organization. It defines management and discusses it as both an art and a science. It describes the different approaches to management including scientific, human relations, systems, and contingency approaches. It also defines key management terms like efficiency, effectiveness, managers, and entrepreneurs. Finally, it discusses classical and modern approaches to management such as scientific management, administrative management, and various views of management as behavioral, systems-oriented, and contingent on external factors.
The document provides an introduction to management and organization. It defines management in several ways and discusses management as both an art and a science. It differentiates between managers and entrepreneurs, explaining that managers coordinate work through others while entrepreneurs take on financial risks to start businesses. The document also outlines various management approaches, roles, skills, and the importance of studying management. It discusses management as a process, activity, profession, discipline, and group. Finally, it explains the similarities and differences between managers and entrepreneurs.
The document discusses essential management skills. It begins by outlining three types of managerial skills identified by Robert Katz: technical skills, conceptual skills, and human/interpersonal skills. It then lists and describes eight essential management skills, including project management, time management, conflict management, self management, team management, stress management, people management, and office management skills. The skills involve abilities such as planning, organizing, budgeting, communication, delegation, motivation, and overseeing administrative functions. Effective managers draw on various combinations of skills to achieve goals and lead others.
Management involves coordinating efforts to accomplish organizational goals efficiently using available resources. It includes planning, organizing, staffing, leading, and controlling. Management is both a business function and an academic discipline. Historically, management theories and functions have developed from military organization, accounting practices, and advice literature for rulers. Modern management focuses on satisfying stakeholders, creating value, and achieving objectives.
This document provides an overview of management concepts including:
- The meaning, definition, nature, and process of management.
- The functions of management including planning, organizing, staffing, directing, coordinating, and controlling.
- The importance and objectives of management for organizations.
- The differences between administration and management.
- The three levels of management - top, middle, and lower - and their respective roles and responsibilities.
This document provides an overview of management concepts including:
- The meaning, definition, nature, and process of management.
- The functions of management including planning, organizing, staffing, directing, coordinating, and controlling.
- The importance and objectives of management for organizations.
- The differences between administration and management.
- The three levels of management - top, middle, and lower - and their respective roles and responsibilities.
This document summarizes a paper titled "Management Theories and its Application in Organisations: The Nigerian Experience" presented at the BAM2014 conference. The paper examines the historical development and transfer of Western management theories to Nigeria. It analyzes how major components of each theory have been applied in Nigerian organizations. Through historical and narrative analysis, the paper finds evidence that Western management theories have been practiced in Nigerian organizations, but that management could be enhanced by considering Nigeria's socio-cultural factors when applying these theories. The paper is presented by two authors from the University of Lagos and is based on a qualitative, descriptive analysis of secondary sources on the topic.
Concept of management (UGC NET Commerce & Management)UmakantAnnand
Management can be considered both an art and a science. As an art, management requires practical experience and the ability to adapt to changing situations creatively. As a science, management involves systematic principles and processes that can be studied, tested, and taught.
Planning is the first function of management and involves determining goals and actions to achieve those goals. The planning process includes analyzing internal and external environments, determining objectives and strategies, forecasting, evaluating alternatives, and establishing action plans. Setting clear objectives is important for planning so that efforts can be directed towards desired results.
Key managerial functions beyond planning include organizing, staffing, directing, motivating, and controlling. These functions work together as part of the management process
Management involves planning, organizing, leading, and controlling organizational activities and resources to achieve goals. Early theories like scientific management focused on efficiency but neglected human factors. The human relations movement emphasized the social aspects of work and informal groups. Current approaches see organizations as complex systems and contend that the best management approach depends on situational factors. Overall, management theories have evolved from a focus on tasks to consideration of both human and contextual variables.
This document discusses project management and leadership. It introduces projects as a key strategic form for industries and notes that each project presents unique challenges for managers. Good project management skills are needed to address these challenges, combining both the "science" of tools and techniques and the "art" of leadership. Leadership is argued to be the most important quality for project managers. The document examines situational leadership models and their focus on leadership as an interaction between leaders and other resources like team members.
Management involves planning, organizing, directing, and controlling organizational activities and resources to achieve goals. Scientific management theories developed methods for breaking down jobs and setting productivity standards, while classical theories identified key management functions and principles. Later, the human relations movement emphasized that non-financial rewards and good working conditions motivate employees through satisfying informal work groups. Current approaches integrate multiple factors in managing complex organizations.
The document provides an overview of the history and evolution of management theories. It discusses traditional interpretations that view management as involving planning, organizing, leading and controlling. It then outlines several theories that emerged over time, including scientific management, bureaucratic management, and human relations approaches. More recent theories discussed include contingency theory, which emphasizes adapting to situational factors, and systems theory, which views organizations holistically. Chaos theory is also mentioned as recognizing that events are rarely fully controlled. The document concludes by defining the four main functions of management and describing different management styles.
The document provides an overview of the history and evolution of management theories. It discusses traditional interpretations that view management as involving planning, organizing, leading and controlling. It then outlines several theories that emerged over time, including scientific management, bureaucratic management, and human relations approaches. More recent theories discussed include contingency theory, which emphasizes adapting to situational factors, and systems theory, which views organizations holistically. Chaos theory is also mentioned as recognizing that events are rarely fully controlled. The document concludes by defining the four main functions of management and describing different management styles.
The document provides an overview of the history and evolution of management theories from scientific management in the late 19th century to more modern theories. It discusses traditional views of management involving the four main functions of planning, organizing, leading and controlling. Emerging views emphasize leadership skills and more participative approaches. Contemporary theories discussed include contingency theory, which asserts the best approach depends on the situation, and systems theory, which views organizations holistically rather than focusing on individual parts.
The document provides an overview of the history and evolution of management theories. It discusses traditional interpretations that view management as involving planning, organizing, leading and controlling. It then outlines several theories that emerged over time, including scientific management, bureaucratic management, and human relations approaches. More recent theories discussed include contingency theory, which emphasizes adapting to situational factors, and systems theory, which views organizations holistically. Chaos theory is also mentioned as recognizing that events are rarely fully controlled. The document concludes by defining the four main functions of management and describing different management styles.
The document discusses the concept of management and management theories. It provides definitions of management from various theorists that describe management as a process of achieving goals effectively and efficiently. It also outlines some key characteristics of management such as it being goal-oriented, all-pervasive, and multidimensional. Popular management theories are described, including scientific management theory, systems management theory, and contingency management theory. The document also discusses forces like social, economic, and political forces that have influenced the evolution of management theories.
Similar to Management in a Global Context Essay (20)
1. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
1
Herriot Watt University
Essay Title: What is Management, is it an art or science?
Name: Qurat Ul Ain
HWU ID: H00206505
Course enrolled: BBA (Hons)
Module: Management in a Global Context
Course Code: C17EB
Lecturer: Mr. Alastair W Watson
Tutor: Miss Safiya Salim
Submission Date: 19th
November 2015
Number of words: 2304 (excluding reference list)
2. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
2
What is Management, is it an art or science?
Management is a very vast term, which is defined differently by different personalities,
depending on their work and firm. Henri Fayol, who was a French developer of theoretical
management, was one of the scholars to defined management (Barrington, 1956). According to
Lamond (2003, p.5) Fayol defined management as follows: “To manage is to forecast and plan,
to organize, to command, to co-ordinate and to control.” Also, Devane and Wilson (2009, p.32),
claim that, an early 20th century management scholar, Mary Parker Follet defined management
as, “the art of getting things done through people”.
So, management may be defined as, the ability to organize, manage, lead and control a particular
group of people, in order to reach the desired goal (Devane and Wilson, 2009; Lamond, 2003).
The importance of management, in most fields, cannot be downplayed. Whether it is a
small or large organization, profit or nonprofit firm or even, manufacturing or service industry,
management applies to all, and plays a major role in these firms (Olum, 2014).
A very famous question, which has been asked and explained various times, by scholars and
specialists is, whether management is an art or a science. Management is a very unique term
which makes a reader ponder about whether it is something which is acquired or is it a natural
gift. The definitions above also throw some light on the inference that, management in one way,
can be an art or a science.
Management is one of the prime forces behind every successful story. In any industry,
management plays a key role. In support of the statement, one of band members of the U2 band
stated that, the band always believed that, being good at music and bad at business was pathetic
(Daft, 2008). Therefore, it can be deduced that, management plays a very important role in every
field. Though, it might involve science, as well as innovation, which is an art.
Similar to management, science and art are also very vast terms. In the terminology of
management, science can be defined as, the methodical, experimental and technical, procedures,
tools and operations, involved to solve strategic and critical issues in management (Beasley,
2014). Art is something which invites tastes, interpretations, innovation and inventions. Art
3. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
3
implies to something on which, knowledge and skills are applied in a proper way, in order to
bring out the desired results (Meisiek and Barry, 2014).
This paper aims to explore, whether management is an art or science. Management will
be explained through different perspectives. The first section of the essay explains some
management styles, followed by the major elements of management. The second part elucidates
management, in the light of some divisions of management, which includes Risk and Strategic
management. Finally, in the third section, management in general has been explored, to support
the assertions made regarding the nature of management, as an art or science.
Section 1:
Management Styles: - These are the modes and the principles which organizes and regulates the
workforce.
Types of Management styles:
There are many management styles. Many scholars have stated management varieties,
according to their related fields. According to Nwadukwe and Timinepere (2012), some of the
styles include, authoritarian, coercive, coaching, authoritative, democratic, affiliative, visionary,
permissive, indifferent, pacesetting, bureaucratic and defensive styles of management (Effere,
2005). Whereas Blandchard (1994) asserts that, management styles are directing, coaching,
delegating and supporting. Similarly, many other authors have noted many other types of
management styles (Harbison and Myers, 1969). These styles can be classified as art or science.
There are times, when an authoritative approach works, whereas, sometimes, a
consultative approach works. Nwadukwe and Timinepere (2012) assert that, according to
Pathack (2005), management has a very strong impact on the efficiency and output of an
organization. Supporting this, Luthans (2008) claims that, the employees of an organization feel
positive towards the firm, in which they are working, if the managers of that firm, makes the
employees realize that they are an important part of the organization.
Similar to this were the results of a survey, which was conducted by, Nwadukwe and
Timinepere (2012), in Nigeria. The results proved that, there was no singular and exclusive
4. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
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management style applicable in all the enterprises, in Eastern Nigeria. There were different types
of management styles practiced along with participative and paternalistic approaches of
management of private enterprises, in Anambra State. These findings lead to the claims made by
Tannenbaum and Schmidt (1973) that, the styles and types of management vary with
characteristics such as organization type, size, business purpose, operating environment,
corporate culture and heritage.
Hence, from these findings, it can be concluded that management is related to more than one
field, which can be an art or a science.
Major elements of Management: -
Traditionally, according to Daft (2008), Abbas (2012) and Olum (2004), management is
concerned with: Planning and Prioritizing; Organizing, Directing and Delegating; Coordinating,
Implementing, Controlling, Leading and Communicating, and finally, Motivating and Technical
skills.
Planning and Prioritizing: Planning and Prioritizing play a major role in management. The
careful step by step points designed to achieve an objective, is defined as planning. Prioritizing
means, finishing or doing that task first, which is more important than others (Daft, 2008; Abbas,
2012).
Organizing, Directing and Delegating: Organizing means to assign work, divide labor and set,
how the objective will be achieved. Parts of directing and delegating come under organizing. If
careful planning has been done but the organizing, directing and delegating is poor, then it can
have a very damaging effect of the company (Olum, 2004; Daft, 2008).
Coordinating, Implementing, Controlling, Leading and Communicating: Success can be achieved
through affective communicational and interactional skills. For productive and positive outcome,
proper leading and managing is essential. Leading involves motivating, encouraging, giving the
correct direction etc. Just like planning and managing, leading, if not directed properly can be
hazardous to the company, which may lead to a final death blow (Abbas, 2012, Daft, 2008).
Controlling means to regulate in a way. It involves regulation and monitoring. Methods adopted
to control, depends on the type of manager. This is also a part of implementing. Therefore,
overall, the role of controlling is of high value to a firm.
Technical skills and Motivating: Technical skills are required to avoid any technical errors in
5. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
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management. It involves dealing with strategies and techniques. Motivating on the other hand,
involves emotional contact with the workers. Motivation can be very helpful in boosting an
industry’s performance. Both of these elements are prominent areas in management (Olum,
2004; Daft, 2008).
These were some of the basics which are likely to be required, in order to be good at
management. From a critical approach, it can be comprehended that, there cannot be one way to
practice the types of management, as they involve various steps, all of which can be
implemented in different ways.
Section 2:
There are many disciplines of management, as management is further explored. One of the
branches is, Strategic management.
Strategic management: -
According to Cole (1994), strategic management is a process, of achieving a goal or an
aim, through proper step by step processes and planning, by the top line managers. The process
is directed by the head managers, by setting a strategy, which is the plan, after thorough analysis
and evaluation (Abbas, 2012).
The author affirms that management styles need to be democratic, in nature, which is related to
strategic management. By doing this, the people working for the firm are likely to have a positive
influence on themselves, thus helping them in practicing and adopting better decision making
strategies, which may ultimately lead to success. The findings further reveal that in future, the
persuasive and communicative approach, of strategic management will work best rather than the
authoritative and commanding approach, for organizations (Abbas, 2012).
Strategic Management in a particular industry:
Idris (2013), researched on how the AirAsia Airline, which is a budget airline of
Malaysia conducted managerial procedures, the findings of which are somehow different from
that of Abbas (2012). According to Idris (2013, p.148), Tony Fernandez, the CEO, pointed out in
an interview with Asian Wall Street Journal that, the culture of management (in Malaysia) is
very authoritative. There are rules set which the workers are supposed to follow. Creativity and
6. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
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freedom of speech is less. People implement more than they introduce. Even if something does
not seem to be correct in the firm, workers will not correct it. They do what they have been told
to do so.
By understanding the above mentioned statement, it can be perceived that there are corporations,
which practice a systematic approach. Henceforth, it can be inferred that management involves
mathematical, and more importantly, strategic approach, which can be termed as ‘science.’
In contrast to Idris (2013), Char Fei Ho, Hazlina Ahmad and Thurasamy (2013), who
researched on Small and Medium sized Enterprises (SME’s) in Malaysia, propose that,
‘familism’ has a very positive impact on organizational progression. The term familism is to a
great extent, related to art. Familism can be defined as, the overall interaction of members within
a group and how they maintain relationships (Zuanna, 2001; Park, 2004). Regarding familism, a
Theory Z was proposed by Ouchi (1981). According to this theory, if the management
emphasizes on interaction, participation and opinions from the employees, in that case,
employees are much more motivated than usual. This results in better performance, growth,
management, which in turn, ultimately leads to success.
The term ‘familism’ can thus, be connected to the stream of management. This can be
one approach for enterprises, other than an authoritative, commanding, or scientific approach. By
using the approach of familism, there are possibilities that, there are different styles to handle
and manage different areas, depending on the team of a firm. Hence, it can be concluded that,
adopting a different, an artistic approach, in management can be another way of managing. Thus,
considering familism, it can be perceived that, management has some elements of art.
Risk management: -
Another area, where management can be analyzed is, Risk management.
Risk management is the process of classifying and assembling types of risks, after
thoroughly analyzing and investigation. It is further discovered by research and algorithms that,
risk management involves a number of steps and proper methodology. For project management,
risk management, is in a way, mandatory, as project management is a very sensitive area.
Therefore, proper steps should be taken to plan for anticipated risks (Valitov and Sirazetdinova,
2014).
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Therefore, some areas of risk management can be used to explain, that a part of management is
scientific, which involves proper steps and methodology.
But here, it can be argued that, where there is scientific grouping of risk management,
there is also art involved. After grouping the risks in a scientific way, now, the particular type of
management mode has to be chosen for a particular group (Valitov and Sirazetdinova, 2014),
which is an art. Since it involves broader thinking, which may not be scientific, that is why it can
be said to have artistic elements in it.
Conceptually backing up the claim of Valitov and Sirazetdinova (2014), Harold
Schroeder (2014) holds that, if technicalities are more focused, then it means that the great
danger of risk is being over looked. Art also has to be involved in risk management, to
understand the entire process, for better planning and understanding of the risk. Hence, overall,
risk management has both, art and science.
Section 3:
Management in General: -
Moving on, other than the particular disciplines of management, management in general
has also been a popular debate topic, which has played a significant role in the determination of
the nature of management. Various authors argue about various areas in management. This can
be justified by Olum (2004) and Barrett (2012).
According to Olum (2004), management is the skill of doing things in the shade of
realities and thus, is clearly an art. But, management procedures require knowledge, and, that
knowledge comprises science. So, it cannot be explicitly stated that management is an art.
Practically, management is art and, the organized knowledge of management, is science.
Therefore, Olum (2014, p.2) concludes the explanation and opinion by stating that, ‘Management
is the art, or science, of achieving goals through people.’
Partially contradicting this, are some findings of Barrett (2012). According to Barrett
(2012, p.5), Frederick Winslow Taylor, who is characterized as the ‘’father of scientific
management’’, once applied a set of scientific principles on his office, since the management in
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his office was very poor. The results, after the application of rules were surprisingly positive.
The management became more efficient and, productivity increased. Seeing this, many industries
in the US applied those scientific principles, the results of which were also positive. Hence,
according to Taylor, management is more of science. Nevertheless, Barrett (2012) cites that
Taylor does admits that, there are drawbacks of scientific management too.
Conclusion:
The essay concluded the nature of management as, art or science. The description
included the importance of management, followed by the types of management styles.
Furthermore, it concluded the major elements in management, and how those elements are
related in determining the nature of management. Moreover, some disciplines of management
were focused, which included Strategic and Risk management. The branches showed how
management can have a different nature, in different circumstances. Lastly, management was
discussed in general. The point of views and opinions of some scholars of management were
conversed.
To conclude, management was seen through different outlooks. This leads to the final
conclusion that, management, overall, is neither completely an art, nor science, rather, it is a
mixture of both. Both art and science are necessary to complete the definition of management,
theoretically as well as practically. Nevertheless, further research needs to be conducted in the
area of management, to determine the nature, as art or science and, to reach to a concrete
solution.
9. Qurat Ul Ain HWU ID: H00206505 What is Management, is it an art or science?
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