The Nature of Management and Its Scope : Management studies are of recent origin but management is as old as man’s need for organizing work and activities. Management now has become a ‘discipline’. Numerous Management Gurus have emerged. They have been defining, redefining and commenting on the scope and nature of Management. Question as to whether Management is a Science or an Art has been resolved by saying that Management is the “oldest of the arts and youngest of the sciences”. Management is different from other higher studies because of its inclusive nature.
The Nature of Management and Its Scope
Management studies are of recent origin but management is as
old as man’s need for organizing work and activities. Management now has become
a ‘discipline’. Numerous Management Gurus have emerged. They have been
defining, redefining and commenting on the scope and nature of Management.
Question as to whether Management is a Science or an Art has been resolved by
saying that Management is the “oldest of the arts and youngest of the
sciences”.
Management
is different from other higher studies because of its inclusive nature. It, not
only deals with the theory and practice of production of goods and services but
also with development and deployment of human resources.
Manufacturing,
procuring, distributing and delivering of goods in a
competitive environment and international markets demands efficient and
effective operations. Selling, promoting and marketing of goods too calls
for coordinated efforts and innovative ideas. Services to customers and the
analysis of queue systems is yet another aspect of Management.
Historically,
Management Studies have their origin in the body of knowledge stemming from
industrial engineering. This body of knowledge formed the basis of the first
MBA programs, and has become “central to operations management as used across
diverse business sectors, industry, consulting and non-profit organisations”.
It is
not only the scope but also the nature of Management that demands proper
understanding. How the various “parts” of an organisation relate to their
“whole” and what contribution they make to its efficient and productive working
are important issues. Looked at from these considerations, an organisation
needs to devise standards for measuring its performance. Here, the distinction
between efficiency and effectiveness assumes significance.
Often,
Management is divided into Operations management and Production
management. Operations management is the process whereby resources or
inputs are converted into more useful products. Thus, there appears hardly any
difference between “production management and operations management”. However,
“production management” is used for a system that produces tangible goods.
Operations management is used for a system that transforms various inputs into
tangible services, for example, banks, airlines, utilities, pollution control
agencies, super bazaars, educational institutions, libraries, consultancy firms
and police departments, and, of course, manufacturing enterprises. The
second distinction relates to the evolution of the subject. ‘Operations
management’ is currently in vogue. Earlier, ‘Production management’ was in use.
Both terms are interchangeably used.
Stanley
Vance has defined Management as simply the process of decision-making and
control over actions of human beings for the attainment of pre-determined
goals. Lawrence Appley says it is the “accomplishment results” through others.
According to John Mee, management is the art of maximizing results and
minimizing efforts for securing maximum happiness and prosperity for the
employees and the employer and giving the public best possible service. The
scope as well as nature of Management, thus, remains undefined but its goals
are hotly pursued.
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