Management as science, profession, and art: defining status and elements

Pettinger - Management

Management as an Art, Science and Profession

Pettinger (2002) was correct in assuming that management is an art, science and profession. In fact, each of these elements are strongly linked to management as a whole. A manager that is successful utilizes management as a profession to excel personally; the same manger uses management as a science to promote the best interests of the organization as a whole; a manager must also however utilize management as an art to govern, lead and motivate the employees working in an organization.

When defining management, one must come eventually to realize that a relationship exists between management as an art, science and profession. The three aspects of management are inextricably intertwined. One can consider management from each different perspective or consider management as a whole, which incorporates elements of art, science and a profession. Exactly how management functions in each of these domains is the topic of discussion below.

Management as a Science

From an intellectual standpoint management may be perceived as a science (Lynn, 1996:2). It has been finitely defined, dissected and analyzed by a variety of individuals over time. It is considered a discipline that can be grounded in reality, logic and sound principles, all of which are generally considered principles related to scientific theory.

Management is often approached as a science. Organizational managers and strategic analysts are consistently designing paradigms for effective management, and conducting analytical assessment of operations, productivity and management efficiency among other things (Cooper, Ijiri & Kozmetsky, 1993:74). The use of models in management is not uncommon practice, rather it is the norm. Models have been developed that define good management, strategic management, global management and organizational management. There are models that describe how to manage by objectives, by strategy and globally.

There are models that describe the forces that impact management and the elements of successful management. There is organizational management and human resource management. Much like any science, management has been broken down into so many components it is often difficult to conceptualize firmly.

As a science management has been dissected so that the underlying relationships between people and organizations can be discovered (as is the case with Human Resource Management) (Gilley & Maycunich, 2000:3).

Management is analyzed from an organizational, developmental and performance perspective as well where the distinguishing characteristics of traditional vs. developmental or performance organizations have been analyzed and elaborated on by numerous well meaning business researchers (Gilley, Boughton & Maycunich, 1999).

The science of management involves figuring out what criteria are necessary for managers to effectively lead, plan, organize, assess and function within the bounds of corporate America. Effective managers are those that have the ability to plan, organize, direct and monitor over time, and the science of managing involves figuring out exactly what it takes to accomplish each of these tasks successfully (Reh, 2004).

Management as Art

Art is often something that is considered abstract in nature, subject to individual whimsies and interpretations. Management for many is considered a profession or job function that is abstract in nature. There are several different ways to define management, and even more ways to define or identify successful management. Like a work of art, management is often the subject of much evaluation and interpretation, and isn't necessarily the same thing for every manager that manages.

Management in some ways is a highly individualized and subjective experience. What constitutes good management for one may not constitute good management for another.

Pendola (1993) suggests that the nature of management is being observed; management requires that someone be very good at something because they are always seen and observed, much like a work of art (p. 69). Further he suggests that a manager has to have the ability to be "all things to all people" again much like a piece of art (Pendola, 1993:69). The original piece of art crafted certainly holds one meaning for the artist who crafted it; yet in the back of his/her mind the artist knows that the work will also mean different things for different people, and to be successful must in reality mean all things to all people.

The management of people is often considered the 'art of management.' Managers are able to help people work more efficiently and effectively, the means by which they get people to do this may be considered an art (with the official term usually Human Resources Management) (Cappelli, 1999:3).

Managers must work toward enhancing the capability of an organization by empowering and enhancing the effectiveness of individual people. This is not something that science can define. Despite the most logical thinking processes, paradigms and models for success people are often unpredictable in nature. There is no one set of rules or practices that universally works to manage every person successfully.

Managers must thus use art to manage people successful. They establish a fine balance between motivating and disciplining, between empowering and directing. Managers must figure out the methods and strategies that they can personally adopt that will best facilitate a productive and efficient environment. This will vary from organization to organization and person to person.

Each manager also brings with him/her a unique set of experiences, perspectives and objectives when they work in an organization. This unique make up helps create a management environment unique to an organization.

Management as a Profession

Management is also a profession, one that can lead to a career that is either successful or unsuccessful. In fact, management is most often referred to as a profession, and considered a profession by those who engage in its practices.

Successful managers consider management a performance challenge, and continually aspire to develop management systems that will enhance their professional development through training and continuing education (Gilley, 1989:7). Managers will also consider developing the organization as part of their profession. Their primary concern as a professional however will be with achieving personal excellence and job satisfaction.

The organization will ultimately benefit however, because a manager committed to their profession is one that will ultimately contribute to the organization and its employees in a constructive and positive manner (Kotter & Heskett, 1992:32). A 'professional' manager is focused on their personal achievement but never forgets their role within an organization and the impact their actions and beliefs have on the organization as a whole.

As a profession managers are concerned with human resources, work climate, organizational performance and personal achievement (Gelade & Ivery, 2003:1). They work toward improving personal and organizational performance and enhancing performance relationships between varying components of an organization.

A manager will evaluate their own performance and work toward achieving personal satisfaction and organizational success during the course of their employment (Ostroff & Bown, 2000:211). By doing so the manager will benefit the organization's bottom line and improve employee performance. A motivated professional is a manager that is capable of uplifting and impacting individuals throughout the organization, creating a stronger team and a unified force.

For the most part management as profession involves personal growth and achievement. A manager pursuing management as a science is most focused on the organization as a whole and strategic development. A manager focused on the art of management is most considered with people and employers, and enhancing the power of an organization as a team.