Art has the following characters -. Practical Knowledge: Every art requires practical knowledge therefore learning of theory is not sufficient. It is very important to know practical application of theoretical principles. A manager can never be successful just by obtaining degree or diploma in management; he must have also know how to apply various principles in real situations by functioning in capacity of manager. Personal Skill: Although theoretical base may be same for every artist, but each one has his own style and approach towards his job.
That is why the level of success and quality of performance differs from one person to another. Hussain is recognized for his style. Similarly management as an art is also personalized. Managers who attempt to manage without management science have to trust their intuition or luck at their peril rather than their expertise or skill.
The essence of science is the application of the scientific method to the development of knowledge that proceeds through the stages discussed below:. Managing has concepts to deal with situations. Similarly, management requires observation and sets standards or principles according to it.
Any branch of science has theories. Management studies over the years developed many proved theories for making management more realistic or scientific. Science is organized knowledge. If we compare, management at the present day is a distinct field of organized knowledge. The theories of managing are the results of practice, and the role of such theories is to provide a systematic grouping of interdependent concepts and principles that furnish a framework to, or ties together significant pertinent management knowledge.
But it is to be borne in mind that concepts, methods, principles of management are not as rigid as those of the physical sciences. They may undergo revision and change under new sociopolitical and economic circumstances. To be successful, managers have to know and do things effectively and efficiently. This process entails choosing the correct art form and, within that art form, the correct technique.
In good art, the result is a blending of vision and craft that involves the viewer, reader, or listener without requiring that he separate the parts in order to appreciate the whole. We all know people who have vision but no skill in implementing it; we call them dreamers.
Others we know possess highly honed skills but no visions to work on. We can learn nothing from them except what to avoid. In any enterprise both dreamers and technicians, regardless of their level, are condemned to ineffectiveness. To see how this distinction relates to management, we shall examine two qualities good artists have—competence technical skill and imagination the facility of mind to arrive at visions.
By combining these qualities, a leader, like an artist, can communicate his visions and create a response in those around him. Surgical instruments, brushes, chisels, swords, reins, spatulas, or ballet shoes are never used properly when given to a true novice, even if he has great talent. Intuition alone is insufficient for even amateur performance.
In the arts, the proper use of tools evolves after years of innumerable mistakes and a few precious successes. Artists create instruments to meet needs as they arise and perfect methods of use by trial and error. These methods are handed down from teacher to pupil and are virtually never arrived at instinctively or without practice. There are no short cuts to developing a skill. It is not exaggerating to say that professional techniques are nearly always anti-instinctive and that every master once had his instincts broken in for disciplined service.
In the management of complex affairs like politics and government, unprepared practitioners often intervene and cause misdirected, though well-intentioned, results.
We might tremble if asked to remove a brain tumor, direct a symphony, jump a horse, or prepare a state dinner. Yet these are things that managers are expected to be able to do well, rapidly, and almost immediately. Are companies making sure that their managers are masters of the best available techniques before they are called on to carry out tasks that are fraught with grave human, political, and social consequences?
I doubt it. Acquiring technique is essential to having competence. Most artists use materials whose nature must be known in depth to produce the best work. Musical instruments, for example, are complex in their construction and difficult to manipulate. Each material has its own strengths and weaknesses, and the true craftsman knows its limitations and how to work with it so that it does not resist his efforts.
The core of his job is to accomplish grand purposes through human efforts. Like an architect wishing to transcend the limits of previous construction methods, he must study the nature of his materials and experiment with their possibilities. If a manager believes all people in his charge to be homogeneous material that can be shaped into any form by the chisels of marketplace pressures, he has a very primitive outlook on motivation.
With nineteenth century overseers and captains of shanghaied crews, he shares a policy based on the knout. No doubt some managers can deal with people in this way, but the techniques of their management art are as unperfected as their philosophy is barbaric. Today, managers with such an outlook are akin to architects designing houses without knowing the stress limits of their materials. They can survive only in relatively isolated enclaves of society. Those who manage others need a knowledge and appreciation of motivation, which requires a far deeper understanding of human beings as individuals than brandishing the lash does.
At the very least, he should be instructed to avoid antagonizing them unnecessarily, as political leaders new to office so often do. Both edge and mass are needed to make the knife cut. A manager must understand not only the persons in his own organization, but also the drives, anxieties, and reactions of those beyond the perimeter of his control—stockholders, customers, competitors, and government officials.
This lack of knowledge is one reason why waves of fashion in new manipulation and motivation methods sweep over us from time to time. In other arts, the masters of skill assign a large role to learning from error and practice. Fencing and riding masters physically punish their pupils for deviating from proper form and often use ridicule to correct lapses in concentration.
One master believes that skill in these two arts can only be developed to the highest level under the harshest conditions of military discipline. We certainly cannot use military discipline in management, but errors could be seen as opportunities for the teacher to direct future practice and training. In the arts, such training progresses in gradual steps, from simple elements to more complex maneuvers, each to be thoroughly learned before going on to new levels.
All masters know that if an area of fundamental skill is neglected, it will ultimately plague all future work and cause serious flaws in performance. A fencer whose disengage riposte is never developed is as limited in the way he can maneuver in a match as a manager is who realizes he does not know how to deal with people.
His energies go into protecting that weakness rather than into developing a better strategy. Consequently, there are many people, some in high positions, who are deficient in even an elementary understanding of the importance of human relations. And when ill-prepared persons have to deal with areas in which they are weak, for instance, accounting methods and sophisticated management information systems, their lack of human skills is even more crucial than their lack of quantitative ones.
The gaps in their training place continual stress on their subordinates. It need not be this way. But in management managers have to conduct research or experiments on human beings.
So this feature of science is also not present in management. Art can be defined as systematic body of knowledge which requires skill, creativity and practice to get perfection. In every art there is systematic and organized study material available to acquire theoretical knowledge of the art. For example, various books on different ragas are available in music.
In management also there is systematic and organised body of knowledge available which can help in acquiring managerial studies. So this feature of art is present in management also. In the field of art only theoretical knowledge is not enough. Every artist must have personal skill and creativity to apply that knowledge. For example, all musicians learn same ragas but they apply these ragas according to their personal skill and creativity which makes them different.
In management also all managers learn same management theories and principles. But their efficiency depends on how well they use these principles under different situations by applying personal skills and creativity so this feature of art is also present in management.
The artist requires regular practice of art to become more fine and perfect. Without practice artists lose their perfection. Art requires creative practice, i. Same way with experience managers also improves their managerial skills and efficiency. So this feature of art is also present in management.
Management is both science as well as art. Like science it has systematic and well- organised body of knowledge and like art it requires personal skill, creativity and practice to apply such knowledge in the best possible way. Science and art are not in contrast to each other; both exist together in every function of management. Profession can be defined as an occupation backed by specialised knowledge and training, in which entry is restricted. In every profession there is practice of systematic body of knowledge which helps the professionals to gain specialised knowledge of that profession.
In case of management also there is availability of systematic body of knowledge. There are large numbers of books available on management studies. Scholars are studying various business situations and are trying to develop new principles to tackle these situations.
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