IMO STATE POLYTECHNIC UMUAGWO-OHAJI

P.M.B. 1472, OWERRI.

TERM PAPERON

1. DISTINGUISH BETWEEN MANAGEMENT AS AN ART OR SCIENCE

2. DIFFERENCE BETWEEN OBJECTIVES AND GOALS

3. IS MANAGEMENT ART OR SCIENCE

4. WHAT IS PRODUCTIVITY

PRESENTAD BY

NWEZE OLUCHI PRINCESS2012/ND/NUD/56609

DEPARTMENT: NUTRITION AND DIETETICS

COURSE CODE: NUD 123

LEVEL: ND1

DATE: AUGUST, 20131

DEDICATION

I wish to dedicate this work to God Almighty for his splendid

inspiration on writing this term paper.

1. DISTINGUISH BETWEEN MANAGEMENT AS AN ART OR SCIENCE

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Management Can Be Seen As Art

• Organization and coordination of the activities of an enterprise in accordance with certain policies and in achievement of clearly defined objectives. Management is often included as a factor of production along with machines, materials and money. According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.

• Directors and managers have the power and responsibility to make decisions in order to manage an enterprise when given the authority by the shareholders. As a discipline, management comprises the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm’s resources to achieve the policy’s objectives. The size of management can range from one person in a small firm to hundreds or thousands of managers in multinational companies. In large firms the board of directors formulates the policy which is implemented by the chief executive officer.

It can also be define by various scholars as

• Donald J. Cough defines management as, “Management is the art and science of decision making and leadership.”

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Management is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources.

• Louis Allen defines, “Management is what a manager does”.

At first, one views management functionally, such as measuring quantity, adjusting plans, setting and meeting goals, foresighting/forecasting. This applies even in situations when planning does not take place. From this perspective, Henri Fayol (1841–1925) considers management to consist of six functions: forecasting, planning, organizing, commanding, coordinating and controlling. He was one of the most influential contributors to modern concepts of management.

Another way of thinking, Mary Parker Follett (1868–1933), defined management as “the art of getting things done through people”. She described management as philosophy.

Some people, however, find this definition useful but far too narrow. The phrase “management is what managers do” occurs widely, suggesting the difficulty of defining management, the

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shifting nature of definitions and the connection of managerial practices with the existence of a managerial cadre or class.

Management as both Science and Art

Management is both an art and a science. The above mentioned point clearly reveals that management combines features of both science as well as art. It is considered as a science because it has an organized body of knowledge which contains certain universal truth. It is called an art because managing requires certain skills which are personal possessions of managers. Science provides the knowledge & art deals with the application of knowledge and skills.

A manager to be successful in his profession must acquire the knowledge of science & the art of applying it. Therefore management is a judicious blend of science as well as an art because it proves the principles and the way these principles are applied is a matter of art. Science teaches to ’know’ and art teaches to ’do’. E.g. a person cannot become a good singer unless he has knowledge about various ragas & he also applies his personal skill in the art of singing. Same way it is not sufficient for manager to first know the principles but he must also apply them in solving various managerial problems that is why, science and art are not mutually exclusive but they are complementary to each other (like tea and biscuit, bread and butter etc.).

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2. DIFFERENCE BETWEEN OBJECTIVES AND GOALS

When you have something you want to accomplish, it is important to set both goals and objectives. Once you learn the difference between goals and objectives, you will realize that how important it is that you have both of them. Goals without objectives can never be accomplished while objectives without goals will never get you to where you want to be. The two concepts are separate but related and will help you to be who you want to be.

Definition of Goals and ObjectivesGoals ‘“ are long-term aims that you want to accomplish.Objectives ‘“ are concrete attainments that can be achieved by following a certain number of steps.Goals and objectives are often used interchangeably, but the main difference comes in their level of concreteness. Objectives are very concrete, whereas goals are less structured.

Remembering the Differences between Goals and ObjectivesWhen you are giving a presentation to a potential or current employer, knowing the difference between goals and objectives can be crucial to the acceptance of your proposal. Here is an easy way to remember how they differ:Goals ‘“ has the word ‘go’ in it. Your goals should go forward in a specific direction. However, goals are more about everything you accomplish on your journey, rather than getting to that distant

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point. Goals will often go into undiscovered territory and you therefore can’t even know where the end will be.

Objectives ‘“ has the word ‘object’ in it. Objects are concrete. They are something that you can hold in your hand. Because of this, your objectives can be clearly outlined with timelines, budgets, and personnel needs. Every area of each objective should be firm.

Measuring Goals and ObjectivesGoals ‘“unfortunately, there is no set way in which to measure the accomplishment of your goals. You may feel that you are closer, but since goals are de facto nebulous, you can never say for sure that you have definitively achieved them.

Objectives ‘can be measured. Simply phrase your objective in the form of a question. For example, ‘I want to accomplish x in y amount of time’ becomes ‘Did I accomplish x in y amount of time?’ This can easily be answered in a yes or no form.

Examples of Goals and ObjectivesGoals ‘“ I want to be a better ball player. I want to learn more about Chinese history. I want to maximize my professional performance.Objectives ‘“ I want to memorize the periodic table before my next quiz. I want to increase my sales by 10% this month. I want learn to play ‘Freebird’ on the guitar.

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3. IS MANAGEMENT ART OR SCIENCE

One of the enduring questions in the field of management is whether it is an art or a science. Webster's College Dictionary defines an art as "skill in conducting any human activity" and science as "any skill or technique that reflects a precise application of facts or a principle." Reflected in the differences in these definitions are the uses of precision in science, in that there is a particular, prescribed way in which a manager should act. Thus, management as a science would indicate that in practice, managers use a specific body of information and facts to guide their behaviors, but that management as an art requires no specific body of knowledge, only skill. Conversely, those who believe management is an art are likely to believe that there is no specific way to teach or understand management, and that it is a skill borne of personality and ability. Those who believe in management as an art are likely to believe that certain people are more predisposed to be effective managers than are others, and that some people cannot be taught to be effective managers. That is, even with an understanding of management research and an education in management, some people will not be capable of being effective practicing managers.

Management as a Science

Science is a systematic body of knowledge pertaining to a specific field of study that contains general facts which explains a

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phenomenon. It establishes cause and effect relationship between two or more variables and underlines the principles governing their relationship. These principles are developed through scientific method of observation and verification through testing.

Science is characterized by following main features:

1. Universally acceptance principles – Scientific principles represents basic truth about a particular field of enquiry. These principles may be applied in all situations, at all time & at all places. E.g. – law of gravitation which can be applied in all countries irrespective of the time.

Management also contains some fundamental principles which can be applied universally like the Principle of Unity of Command i.e. one man, one boss. This principle is applicable to all type of organization – business or non-business.

2. Experimentation & Observation – Scientific principles are derived through scientific investigation & researching i.e. they are based on logic. E.g. the principle that earth goes round the sun has been scientifically proved.

DISTINGUISH BETWEEN EFFICIENCY AND EFFECTIVENESS

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Efficiency and effectiveness are both commonly used management terms. Yet, while they sound similar and start with the same letters, they both mean different things.

Efficiency refers to doing things in a right manner. Scientifically, it is defined as the output to input ratio and focuses on getting the maximum output with minimum resources. Effectiveness, on the other hand, refers to doing the right things. It constantly measures if the actual output meets the desired output.Since efficiency is all about focusing on the process, importance is given to the ‘means’ of doing things whereas effectiveness focuses on achieving the ‘end’ goal.

Efficiency is concerned with the present state or the ‘status quo’. Thinking about the future and adding or eliminating any resources might disturb the current state of efficiency. Effectiveness, on the other hand, believes in meeting the end goal and therefore takes into consideration any variables that may change in the future.

In order to be efficient time and again, discipline and rigor is required. This can build inflexibility into the system. Effectiveness, on the other hand, keeps the long term strategy in mind and is thus more adaptable to the changing environment.

Since efficiency is about doing things right, it demands documentation and repetition of the same steps. Doing the same thing again and again in the same manner will certainly

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discourage innovation. On the other hand, effectiveness encourages innovation as it demands people to think, the different ways they can meet the desired goal.

Efficiency will look at avoiding mistakes or errors whereas effectiveness is about gaining success.

In the earlier days of mass production, efficiency was the most important performance indicator for any organization. However, with consumers facing an increasing number of choices, effectiveness of an organization is always questioned. In order to be a successful organization, there needs to be a balance between effectiveness and efficiency. Only being efficient and not meeting the requirements of the stakeholders of the organization is of little use to anybody. And effectiveness may result in success but at what cost

1. Efficiency means doing the things right whereas Effectiveness is about doing the right things.2. Efficiency focuses on the process or ‘means’ whereas Effectiveness focuses on the end.3. Efficiency is restricted to the present state whereas effectiveness involves thinking long term.4. Organizations have to be both effective and efficient in order to be successful

WHAT IS PRODUCTIVITY

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Productivity is the ratio of output to inputs in production; it is an

average measure of the efficiency of production. Efficiency of

production means production’s capability to create incomes which

is measured by the formula real output value minus real input

value.

Increasing national productivity can raise living standards

because more real income improves people's ability to purchase

goods and services, enjoy leisure, improve housing and education

and contribute to social and environmental programs. Productivity

growth also helps businesses to be more profitable.

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