Management is everywhere office, hospital, school, finance, trust Management is basically planning, Organizing, Coordinatig, Directing, Assessing, Correcting,

, Motivating and Achieving a set goal. It is objective- oriented. We always have a doubt wether it is an art or science. It is the oldest of arts and youngest of science, because it is of dynamic nature.

Practicing managers who believe in management as a science are likely to believe that there are ideal managerial practices for certain situations. That is, when faced with a managerial dilemma, the manager who believes in the scientific foundation of his or her craft will expect that there is a rational and objective way to determine the correct course of action. This manager is likely to follow general principles and theories and also by creating and testing hypotheses. For instance, if a manager has a problem with an employee's poor work performance, the manager will look to specific means of performance improvement, expecting that certain principles will work in most situations. He or she may rely on concepts learned in business school or through a company training program when determining a course of action, perhaps paying less attention to political and social factors involved in the situation. Science has got three specific characters: 1. It is a systematic and organized knowledge and based on scientific methods of observation. 2. Inferences are arrived after continuous observation and experiments; 3. It has logical principles which are well defined and are Universally applicable without any limitations.

Practicing managers who believe in management as an art are unlikely to believe that scientific principles and theories will be able to implemented in actual managerial situations. Instead, these managers are likely to rely on the social and political environment surrounding the managerial issue, using their own knowledge of a situation, rather than generic rules, to determine a course of action. For example, as a contrast to the example given previously, a manager who has a problem with an employee's poor work performance is likely to rely on his or her own experiences and judgment when addressing this issue. Rather than having a standard response to such a problem, this manager is likely to consider a broad range of social and political factors, and is likely to take different actions depending on the context of the problem. In many ways this is due to the increased sophistication of management research. However, there are still a number of research gaps in management; despite our increased knowledge in some areas, there is still a great deal of disagreement and confusion in other areas. In these circumstances, the practice of management is likely to be dictated by the perspective of management as an art. Because there are no hard and fast rules in certain circumstances, individual managers' experiences and skills must guide them. Today, much of the management research conducted in academic institutions blends the notion of management as an art and as a science. Some of these trends in management research that have pushed the field in either directionnamely increased statistical sophistication and the emphasis on contextual influencesare described below. In conclusion, Management is both an art and science. Almost anyone can learn how to be a manager but the art of it is to become a great manager. Anyone can see the results of a bad manager easy enough but what happens when you have a good manager in circumstances that heavily tax his ability to manage? What happens when the good manager under too much stress for too long has a bad day? The answer may be that he becomes a bad manager. What happens to a great manager when he faces hardships that would crush most managers? He innovates he takes the weaknesses of his situation and tries to make them strengths.