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Management Vs Administration
Divergent views exist on Management and Administration 1. Administration is above Management 2. Administration is Part of Management 3. Administration and Management are One
Board of Directors
Managing Director Production manager Plant superintendent Management Administration
Supervisor
Higher-level managers spend a major portion of their time on decision-making and policy formulation (administration) while lower level managers spend comparatively greater time on execution of plans and policies (management).
This approach is more logical because; (i) Two separate sets of people are not required to do administartive and managerial functions; (ii) Planning and doing are two faces of the same coin and it is not wise to separate them.
Administration
Determinative (thinking) Determination of major objectives and policies Top-level Decisions are influenced by public opinion and other outside forces
Management
Executive (doing) Implementation of policies Mostly middle- and lowerlevel Decisions are influenced by objectives and policies of the organisation. Directing and organising Technical and human skills Business organisations Managing Director, General manager, Sales manager, Branch manager, etc.
Main functions Planning and Control Skills required Usage Illustrations Conceptual and human skills Government and public sector Minister, commander, commissioner, Registrar, Vicechancellor, Governor, etc.
Management as an art 1. A manager applies his knowledge and skills to coordinate the efforts of his people.
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Management seeks to achieve concrete practical results in a given situation. Eg. Profit.
Management is creative. The success of a manager is measured by the results he achieves. Management is a personalised process. Mastery in management requires a sufficiently long period of experience in managing.
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Management as a Science
Essential elements of science: 1. Science is a systematised body of knowledge pertaining to a field of enquiry. Science establishes cause and effect relationship between variables. It contains principles and theories developed through continuous observation, experimentation and research. The principles have universal applicability. The organised body of knowledge can be taught and learnt in the classroom and outside.
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There is now a systematised body of knowledge principles and theories. Principles of management have been evolved through practical experience and theoretical research. Managerial principles have a wide and repetitive range of application through case studies. Management theory and principles can be taught in classrooms and in industry.
Thus, the theory (science) and practice (art) of management go side by side for the efficient functioning of an organisation.
Management as a profession
Essential attributes of a profession: 1. A well defined and organised body of knowledge. 2. Learning and experience 3. Entry restricted by qualifications. 4. Recognised national body 5. Ethical code of conduct 6. Dominance of service motive
Management is not a full-fledged profession, but has some essentials of a profession. There exists now a systematised and reasonably welldefined body of knowledge theories and principles. Formal education and training are becoming increasingly popular among managers. National level associations of managers have been formed in most of the countries. Eg. AIMA in India. A code of professional conduct has been formulated. There is increasing recognition of the social responsibilities of managers.
There are several obstacles in the way of management being recognised as a profession. 1. There is no universally acceptable criteria for the evaluation of managerial performance. 2. Unlike in other professions, managers do not have a single homogeneous group of clients. 3. Management is essentially an art or practice and persons without a degree or diploma in management are not necessarily less efficient managers. 4. The theory of management is still evolving and new principles are being developed.