IMO STATE POLYTECHNIC UMUAGWO-

OHAJI
P.M.B. 1472, OWERRI.
TERM PAPER
ON
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 PRINCESS
2012/ND/NUD/56609
DEPARTMENT: NUTRITION AND DIETETICS
COURSE CODE: NUD 123
LEVEL: ND1
DATE: AUGUST, 2013
DEDICATION
1
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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Manageen! Can Be Seen A" A#!
Organization and coordination of the activities of an
enterprise in accordance with certain policies and in achievement
of clearly defined objectives. Management is often inclded as a
factor of prodction along with machines! materials and money.
According to the management gr "eter #rcker $%&'&()''*+!
the basic task of a management is twofold, marketing and
innovation.
#irectors and managers have the power and responsibility to
make decisions in order to manage an enterprise when given the
athority by the shareholders. As a discipline! management
comprises the interlocking fnctions of formlating corporate
policy and organizing! planning! controlling! and directing the
firm-s resorces to achieve the policy-s objectives. .he size of
management can range from one person in a small firm to
hndreds or thosands of managers in mltinational companies.
In large firms the board of directors formlates the policy which is
implemented by the chief e/ective officer.
It can also be define by varios scholars as
#onald 0. 1ogh defines management as! 2Management is
the art and science of decision making and leadership.3
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Management is the act of getting people together to accomplish
desired goals and objectives sing available resorces efficiently
and effectively. Management comprises planning! organizing!
staffing! leading or directing! and controlling an organization $a
grop of one or more people or entities+ or effort for the prpose
of accomplishing a goal. 4esorcing encompasses the deployment
and maniplation of hman resorces! financial resorces!
technological resorces and natral resorces.
5ois Allen defines! 2Management is what a manager does3.
At first! one views management fnctionally! sch as measring
6antity! adjsting plans! setting and meeting goals!
foresighting7forecasting. .his applies even in sitations when
planning does not take place. 8rom this perspective! 9enri 8ayol
$%:;%(%&)*+ considers management to consist of si/ fnctions,
forecasting! planning! organizing! commanding! coordinating and
controlling. 9e was one of the most inflential contribtors to
modern concepts of management.
Another way of thinking! Mary "arker 8ollett $%:<:(%&==+!
defined management as 2the art of getting things done throgh
people3. >he described management as philosophy.
>ome people! however! find this definition sefl bt far too
narrow. .he phrase 2management is what managers do3 occrs
widely! sggesting the difficlty of defining management! the
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shifting natre of definitions and the connection of managerial
practices with the e/istence of a managerial cadre or class.
Manageen! a" $%!& S'(en'e an) A#!
Management is both an art and a science. .he above mentioned
point clearly reveals that management combines featres of both
science as well as art. It is considered as a science becase it has
an organized body of knowledge which contains certain niversal
trth. It is called an art becase managing re6ires certain skills
which are personal possessions of managers. >cience provides
the knowledge ? art deals with the application of knowledge and
skills.
A manager to be sccessfl in his profession mst ac6ire the
knowledge of science ? the art of applying it. .herefore
management is a jdicios blend of science as well as an art
becase it proves the principles and the way these principles are
applied is a matter of art. >cience teaches to -know- and art
teaches to -do-. @.g. a person cannot become a good singer
nless he has knowledge abot varios ragas ? he also applies
his personal skill in the art of singing. >ame way it is not
sfficient for manager to first know the principles bt he mst
also apply them in solving varios managerial problems that is
why! science and art are not mtally e/clsive bt they are
complementary to each other $like tea and biscit! bread and
btter etc.+.
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2. DIFFERENCE BETWEEN OBJECTIVES AND GOALS
Ahen yo have something yo want to accomplish! it is
important to set both goals and objectives. Once yo learn the
difference between goals and objectives! yo will realize that how
important it is that yo have both of them. Goals withot
objectives can never be accomplished while objectives withot
goals will never get yo to where yo want to be. .he two
concepts are separate bt related and will help yo to be who yo
want to be.
Definition of Goals and Objectives
Goals B2 are longCterm aims that yo want to accomplish.
Objectives B2 are concrete attainments that can be achieved by
following a certain nmber of steps.
Goals and objectives are often sed interchangeably! bt the
main difference comes in their level of concreteness. Objectives
are very concrete! whereas goals are less strctred.
Remembering the Differences between Goals and Objectives
Ahen yo are giving a presentation to a potential or crrent
employer! knowing the difference between goals and objectives
can be crcial to the acceptance of yor proposal. 9ere is an easy
way to remember how they differ,
Goals B2 has the word Bgo- in it. Dor goals shold go forward in a
specific direction. 9owever! goals are more abot everything yo
accomplish on yor jorney! rather than getting to that distant
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point. Goals will often go into ndiscovered territory and yo
therefore can-t even know where the end will be.
Objectives B2 has the word Bobject- in it. Objects are concrete.
.hey are something that yo can hold in yor hand. Eecase of
this! yor objectives can be clearly otlined with timelines!
bdgets! and personnel needs. @very area of each objective
shold be firm.
Measring Goals and Objectives
Goals B2nfortnately! there is no set way in which to measre
the accomplishment of yor goals. Do may feel that yo are
closer! bt since goals are de facto neblos! yo can never say
for sre that yo have definitively achieved them.
Objectives Bcan be measred. >imply phrase yor objective in the
form of a 6estion. 8or e/ample! BI want to accomplish / in y
amont of time- becomes B#id I accomplish / in y amont of
timeF- .his can easily be answered in a yes or no form.
@/amples of Goals and Objectives
Goals B2 I want to be a better ball player. I want to learn more
abot 1hinese history. I want to ma/imize my professional
performance.
Objectives B2 I want to memorize the periodic table before my
ne/t 6iz. I want to increase my sales by %'G this month. I want
learn to play B8reebird- on the gitar.
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3. IS MANAGEMENT ART OR SCIENCE
One of the endring 6estions in the field of management is
whether it is an art or a science. AebsterHs 1ollege #ictionary
defines an art as Iskill in condcting any hman activityI and
science as Iany skill or techni6e that reflects a precise
application of facts or a principle.I 4eflected in the differences in
these definitions are the ses of precision in science! in that there
is a particlar! prescribed way in which a manager shold act.
.hs! management as a science wold indicate that in practice!
managers se a specific body of information and facts to gide
their behaviors! bt that management as an art re6ires no
specific body of knowledge! only skill. 1onversely! those who
believe management is an art are likely to believe that there is no
specific way to teach or nderstand management! and that it is a
skill borne of personality and ability. .hose 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 taght to be effective managers.
.hat is! even with an nderstanding of management research and
an edcation in management! some people will not be capable of
being effective practicing managers.
Manageen! a" a S'(en'e
>cience is a systematic body of knowledge pertaining to a specific
field of stdy that contains general facts which e/plains a
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phenomenon. It establishes case and effect relationship between
two or more variables and nderlines the principles governing
their relationship. .hese principles are developed throgh
scientific method of observation and verification throgh testing.
>cience is characterized by following main featres,
%. Jniversally acceptance principles ( >cientific principles
represents basic trth abot a particlar field of en6iry. .hese
principles may be applied in all sitations! at all time ? at all
places. @.g. ( law of gravitation which can be applied in all
contries irrespective of the time.
Management also contains some fndamental principles which
can be applied niversally like the "rinciple of Jnity of 1ommand
i.e. one man! one boss. .his principle is applicable to all type of
organization ( bsiness or nonCbsiness.
). @/perimentation ? Observation ( >cientific principles are
derived throgh scientific investigation ? researching i.e. they are
based on logic. @.g. the principle that earth goes rond the sn
has been scientifically proved.
DISTINGUISH BETWEEN EFFICIENCY AND EFFECTIVENESS
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@fficiency and effectiveness are both commonly sed
management terms. Det! while they sond similar and start with
the same letters! they both mean different things.
@fficiency refers to doing things in a right manner. >cientifically! it
is defined as the otpt to inpt ratio and focses on getting the
ma/imm otpt with minimm resorces. @ffectiveness! on the
other hand! refers to doing the right things. It constantly
measres if the actal otpt meets the desired otpt.
>ince efficiency is all abot focsing on the process! importance is
given to the Bmeans- of doing things whereas effectiveness
focses on achieving the Bend- goal.
@fficiency is concerned with the present state or the Bstats 6o-.
.hinking abot the ftre and adding or eliminating any
resorces might distrb the crrent state of efficiency.
@ffectiveness! on the other hand! believes in meeting the end
goal and therefore takes into consideration any variables that
may change in the ftre.
In order to be efficient time and again! discipline and rigor is
re6ired. .his can bild infle/ibility into the system.
@ffectiveness! on the other hand! keeps the long term strategy in
mind and is ths more adaptable to the changing environment.
>ince efficiency is abot doing things right! it demands
docmentation and repetition of the same steps. #oing the same
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thing again and again in the same manner will certainly
discorage innovation. On the other hand! effectiveness
encorages innovation as it demands people to think! the
different ways they can meet the desired goal.
@fficiency will look at avoiding mistakes or errors whereas
effectiveness is abot gaining sccess.
In the earlier days of mass prodction! efficiency was the most
important performance indicator for any organization. 9owever!
with consmers facing an increasing nmber of choices!
effectiveness of an organization is always 6estioned. In order to
be a sccessfl organization! there needs to be a balance
between effectiveness and efficiency. Only being efficient and not
meeting the re6irements of the stakeholders of the organization
is of little se to anybody. And effectiveness may reslt in
sccess bt at what cost
%. @fficiency means doing the things right whereas
@ffectiveness is abot doing the right things.
). @fficiency focses on the process or Bmeans- whereas
@ffectiveness focses on the end.
=. @fficiency is restricted to the present state whereas
effectiveness involves thinking long term.
;. Organizations have to be both effective and efficient in
order to be sccessfl
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WHAT IS PRODUCTIVITY
"rodctivity is the ratio of otpt to inpts in prodctionK it is an
average measre of the efficiency of prodction. @fficiency of
prodction means prodction-s capability to create incomes which
is measred by the formla real otpt vale mins real inpt
vale.
Increasing national prodctivity can raise living standards
becase more real income improves peopleHs ability to prchase
goods and services! enjoy leisre! improve hosing and edcation
and contribte to social and environmental programs. "rodctivity
growth also helps bsinesses to be more profitable.
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