Management as a science
Science is on how you do it, namely: planning, organizing, directing and monitoring. So that management as a science is to see how management is connected with the management principles, and has been in the organization into the theory. Where can a manager learn the first goal and then processed by him with his expertise, having become a theory, then the setting for the steering and supervision of labor to achieve the goals that have been set. Management as a science, because it has been studied since a long time, and has been organized into a theory. This is because in it describes the management of symptoms, these symptoms are then examined using scientific methods that are formulated in the form of the principles embodied in the form of a theory.
Case in point:
Before the 20th century, there were two important events in management science. The first incident occurred in 1776, when Adam Smith published a doctrine of classical economics, The Wealth of Nations. In his book, he argued that economic advantages to be gained from the division of labor organization (division of labor), which details the work into specific tasks and repetitive. By using a pin mill industry as an example, Smith said that with ten people each perform a specific job-pin company can produce approximately 48,000 pins a day. However, if each person works alone completing each section of work, was very great when they are able to produce ten pins a day. Smith concluded that division of labor can increase productivity by (1) increasing the skill and dexterity of each worker, (2) saves time wasted in a turn of duty, and (3) creating machines and other inventions that could save labor.
The second important event that influenced the development of management science is the Industrial Revolution in England. The Industrial Revolution marked the beginning of the use of machines replace human labor, which resulted in the emigration activities of the production houses to a special place called the factory. The move has led to managers as it requires a theory that can help them forecast the demand, ensure adequate supplies of raw materials, giving tasks to subordinates, directing daily activities, etc., so that management science began to be developed by experts.
Management as an art
Management as an art, here the view that in reaching a goal required cooperation with others. The point is how to instruct the others to cooperate. By the very nature of human activity in general is managing (set) to set here is required an art, how other people need to work towards a common goal. Art in the management of the human form becomes more effective than it already and they are doing without you. Aside from being a science, management is also considered as art. This is caused by leadership requires charisma, emotional stability, dignity, honesty, ability to establish relationships that are all that much between humans determined by one's talent and a little difficult to learn.
Luther Gulick defines management as a field of science that systematically sought to understand why and how humans cooperate to achieve goals and create a system of cooperation is more beneficial to humanity.
Management is not just a science or art, but a combination of both. This combination is not in fixed proportions, but in varying propotion.
By relying on management as an art (art), while the art associated with talent, and therefore is natural, then determination management is only possible for those who are born gifted. With this perspective, management theory only gives a number of procedures, or as difficult to apply knowledge. Because the process is determined by the subjectivity management, or style. In addition, some experts such as Follett assume management is an art. This is caused by the leadership requires charisma, emotional stability, dignity, honesty, ability to establish relationships that are all that much between humans determined by one's talent and hard to learn.
Management as an art, here the view that in reaching a goal required cooperation with others. The point is how to instruct the others to cooperate. By the very nature of human activity in general is managing (set) to set here is required an art, how other people need to work towards a common goal. Art in the management of the human form becomes more effective than it already and they are doing without you. Aside from being a science, management is also considered as art. This is caused by leadership requires charisma, emotional stability, dignity, honesty, ability to establish relationships that are all that much between humans determined by one's talent and a little difficult to learn.
Luther Gulick defines management as a field of science that systematically sought to understand why and how humans cooperate to achieve goals and create a system of cooperation is more beneficial to humanity.
Management is not just a science or art, but a combination of both. This combination is not in fixed proportions, but in varying propotion.
By relying on management as an art (art), while the art associated with talent, and therefore is natural, then determination management is only possible for those who are born gifted. With this perspective, management theory only gives a number of procedures, or as difficult to apply knowledge. Because the process is determined by the subjectivity management, or style. In addition, some experts such as Follett assume management is an art. This is caused by the leadership requires charisma, emotional stability, dignity, honesty, ability to establish relationships that are all that much between humans determined by one's talent and hard to learn.
Case in point:
Hawthorne studies
Hawthrone study is a series of studies conducted in the 1920s until the 1930s. The study was originally aimed at studying the effect of varying degrees of light illumination on work productivity. The study was conducted at Western Electric Company Works in Cicero, Illenois.
Tests carried out by dividing employees into two groups, namely control group and experimental group. The experimental group subjected to a wide range of illumination intensities while the control group working under a fixed illumination intensity. The researchers expect any difference if the intensity of light changed. However, they get a surprising result: either the light level is raised or lowered, increased worker output than usual. The researchers could not explain what they saw, they can only conclude that the intensity of illumination is not directly related to the productivity of the group and "something else must" have caused the results.
In 1927, Professor Elton Mayo of Harvard, and colleagues are invited to join in this study. They then continued his research on labor productivity in other ways, for example by redesigning the job, changing the length of working hours and working days a week nature, introducing a period of rest, and the drafting of individual wage and salary group design. This study indicates that the incentives were much less influence over the worker's output compared with peer pressure, group acceptance, as well as the accompanying sense of security. Researchers concluded that the social norms or standards groups is a major determinant of individual work behavior.
Academics generally agree that the study Hawthrone gives dramatic impact on the direction of management's belief in human behaviour role in the organization. Mayo concluded that:
• behavior and sentiment is very closely linked
• influence of very large impact on individual behavior
• determine the standards of work of each employee
• money not be the deciding factor when compared to the standard output of the group, group sentiment, and sense of security.
These conclusions were resulted in new emphasis on human behavior as a determinant factor of whether or not the organizational functioning, and achievement of objectives of the organization.
Academics generally agree that the study Hawthrone gives dramatic impact on the direction of management's belief in human behaviour role in the organization. Mayo concluded that:
• behavior and sentiment is very closely linked
• influence of very large impact on individual behavior
• determine the standards of work of each employee
• money not be the deciding factor when compared to the standard output of the group, group sentiment, and sense of security.
These conclusions were resulted in new emphasis on human behavior as a determinant factor of whether or not the organizational functioning, and achievement of objectives of the organization.
Management as a Profession
Many attempts have been made to apply the management as a profession. Edgar H. Schein has outlined criteria to define something as a profession that can be itemized as follows:
The professionals make decisions on the basis of general principles. The existence of education and formal training programs indicate that there are certain management principles that can be relied upon.
These professionals have a certain status, not because of favoritism or because of his religion and ethnic or political or social and cultural criteria.
These professionals must be determined by a strong code of ethics, the discipline for those who become clients
Management has evolved into an increasingly professional field through the development of a prominent management training programs at various universities and private management agencies, and through the development of the executive of the organization (company).
Many attempts have been made to apply the management as a profession. Edgar H. Schein has outlined criteria to define something as a profession that can be itemized as follows:
The professionals make decisions on the basis of general principles. The existence of education and formal training programs indicate that there are certain management principles that can be relied upon.
These professionals have a certain status, not because of favoritism or because of his religion and ethnic or political or social and cultural criteria.
These professionals must be determined by a strong code of ethics, the discipline for those who become clients
Management has evolved into an increasingly professional field through the development of a prominent management training programs at various universities and private management agencies, and through the development of the executive of the organization (company).
Case in point:
Robert L. Katz in the 1970's suggested that every manager needs at least three basic skills. The first skill is the conceptual skill (concepttional skills). Upper-level managers (top manager) should have the skills to create concepts, ideas, and ideas for the betterment of the organization. Idea or ideas and concepts are then to be translated into an action plan to realize that the idea or concept. The process of elaboration of an idea into a concrete work plan is commonly referred to as the planning process or planning. Therefore, conceptual skills are also skills to create a work plan. In addition to conceptual skills, managers also need to be equipped with communication skills or skills relating to other people, also called human skill (skill humanity). Persuasive communication should always be created by managers to subordinates they lead. With a persuasive communication, friendship, and fatherhood will make employees feel valued and then they would be open to the boss. Communication skills required, both at the level of upper management, middle, or bottom. The third skill is the technical skill which is generally a provision for managers at lower levels. This technical skill is the ability to perform a specific job, such as using a computer program, repairing machinery, making chairs, accounting and others.
In addition to the above three basic skills, Ricky W. Griffin in his book Business 8th Edition adds two basic skills that need to be owned by managers, namely time management skills and decision-making skills.
Time management capability refers to the ability of a manager to use his time wisely. Griffin filed a case Lew Frankfort of Coach. In 2004, as manager, Frankfort paid $ 2,000,000 per year. If it is assumed that he worked for 50 hours per week with time off two weeks, then every hour Frankfort salary is $ 800 per hour-about $ 13 per minute. From there we can see that every minute is wasted would be very detrimental to the company. Most managers, of course, has a much smaller salary than Frankfort. However, the time they have remained a valuable asset, and wasted means a waste of money and reduce the productivity of firms.
skill second, the decision-making skills, is the ability to define problems and determine how best to solve it. Decision-making ability is the most important for a manager, especially for groups of top managers (top manager). Griffin proposes three steps in decision making. First, a manager must define the problem and look for alternatives that can be taken to solve them. Second, managers must evaluate each of the alternatives and choose an alternative that is considered the most good. And lastly, managers must implement the alternatives that have been his choice as well as monitor and evaluate them to stay on the right track. (Griffin: 2006)
