Why is Management a Science and not Art?

Management is the process of classifying and arranging a company’s resources and actions to achieve particular objectives most effectively and efficiently feasible. The execution of activities within stated schedules to produce tangible results is a measure of management effectiveness.

Management as a science

Science is a systematised body of information developed via logical consistency, critical examination, and experimental investigation. As a result, science possesses the following characteristics:

1.A Well-Ordered Body of Knowledge

Science is a body of information that has been organised. Its ideas are founded on cause-and-effect relationships, which means that a specific component can be explained in a specific way by another factor.

For example, if you throw a ball up, the ball will eventually return to the ground due to the gravitational force of the earth. There is a lack of such a cause-and-effect relationship in management; cause-and-effect relationships are described in a flexible, not definite, manner. As a result, management is not a scientific discipline.

2.Principles based on experimentation

Principles in science are derived through trials carried out in laboratories. Such ideals are put to the test again and over again before being approved. This isn’t always the case in management; many management ideas are founded on personal views and experiences.

Even though experiments are carried out under controlled conditions, their results are not put to the test in the same way that science is. Management, in this perspective, is not true science.

3.Principles That Can Be Proven

Anyone may validate scientific principles. The findings of such verification will be the same every time. In many circumstances, management concepts are not verifiable. In fact, in many circumstances, understanding the foundations on which management ideas have been developed is challenging. 

4.Universal application

Science’s principles have universal application, which means they are true regardless of the circumstances in which they are used. Management concepts, on the other hand, are situational. It suggests that a management principle that is effective in one country may not be effective in another. This is because the two countries’ situations are so dissimilar.

Levels of management

There are mainly three levels of management viz; 

1. Top-level (administrative level )
2. Middle level (executory level)
3. Lower level (supervisory)
   

1.Top level of management

It is made up of a director’s inboard, a CEO, and a managing director. It is the prime source of authority and is in charge of an organization’s goals and policies. It spends more time on functions such as planning and coordination.

The top management’s role can be summarised as follows:

• The Top management establishes the goals and general policies of companies.
• It also provides guidelines for preparing department budgets, procedures, and schedules, among other things.
• It creates the company’s strategic plans and policies.
• It assigns middle-level executives, such as departmental managers.
• It is in charge of overseeing and coordinating the work of all departments.
• It’s also in charge of keeping in touch with the outside world.

2.Middle level of management

 Middle management consists of branch and departmental managers. Their department’s operation is their responsibility to upper management. It is possible to emphasise their role as follows:

• They carry out the company’s plans according to upper management’s rules and orders.
• They organise the organization’s sub-units.
• They help to hire and train lower-level managers.
• From top management to bottom management, they interpret and explain policies.
• They take the charge of coordinating the division’s or department’s activity.
• It also delivers top-level management significant information and data.

3.Lower level of management 

The supervisory/operational level of management is also known as the lower level of management. Supervisors, foremen, section officers, superintendents, and others make up this group. “Lower level of management refers to those executives whose work is primarily concerned with personal oversight and direction of operative employees. Among their activities are:

• Giving jobs and responsibilities to different employees.
• They provide guidance and instruction to employees every day.
• They are in charge of both – the quality and quantity of production.
• They are also given with fostering positive relationships within the organisation.
• Workers’ issues, recommendations, and recommendatory pleas, among other things, are sent to higher levels, as are higher-level aims and objectives.
• They assist in the resolution of worker grievances.
• They are taking the charge of supervising and guiding their subordinates.
• They are providing workers with training.
• They recollect the essential supplies, machines, and tools to complete the task.
• They compile reports on the workers’ performance regularly.
• They maintain the company’s discipline.
• They encourage employees to work harder.
• They are the company’s image builders because they have a direct touch with the employees.

Conclusion

To be a successful manager, a person must have a thorough understanding of management principles as well as the ability to apply that knowledge. Inefficiency will result if either is missing.