MANAGEMENT

Management does not talk about rights. It stresses responsibility. Its focus is not on doing
one’s own thing but on performance.

Management is work, and as such it has its own skills, its own tools, its own techniques.
A good many skills, tools and techniques are discussed, but the stress is not on skills,
tools and techniques. It is not even on the work of management. It is on the tasks. For
management is the organ, the life-giving acting, dynamic organ of the institution it
manages.

While management is a discipline, that is, an organized body of knowledge and as such
applicable everywhere-it is “culture”. It is not value-free science. Management is a social
function and embedded in a culture-a society, a tradition of values, customs, and beliefs,
and in governmental and political system. Management is and should be culture
conditioned, but, in turn, management and managers shape culture and society.

Management is tasks. Management is a discipline. But management is also people. Every

achievement of management is the achievement of a manager. Every failure is a failure of
a manager. People manage rather than “forces” or facts. The vision, dedication, and
integrity of managers determine whether there is management or mismanagement.

Management is practice. Its essence is not knowing but doing. Management is the
specific organ of the new institution, whether business enterprise or university, hospital
or armed service, research lab or government agency. If institutions are to function,
management must perform.

Management is independent of ownership, rank or power. It is objective function and

ought to be grounded in the responsibility for performance. It is professional—
management is a function, a discipline a task to be done; and manager are the
professionals who practice this discipline, carry out the function, and discharge these
tasks. The essence of the manager is neither wealth nor rank, but responsibility.

The main reason was surely that managers themselves suddenly realized that
management is challenge and work rather than a panacea, and that management
technique, no matter how sophisticated, are not magic spells.

Management is the organ of leadership, direction, and decision in our social institution,
and especially in business enterprise, it is a generic function that faces the same basic
tasks in every country essentially, in every society. Management has to give direction to
the institution it manages. Management is entrepreneur and responsible or directing
vision and resources toward greater results and contributions. It has to organize work for
productivity, it has to lead the worker toward productivity and achievement. It is
responsible for the impact of its enterprise and above all, is responsible for producing the
results
Management practice management. They do not practice economics. They do not
practice quantification. They do not practice behavioral science. These are tools for the
manager. But he no more practice economics than a physician practices blood testing. He
no more practices behavioral sciences than a biologist practices the microscope. One
implication is that there are specific managerial skills, which pertain to management,
rather than to any discipline. One of these is communications within organization.
Another is the making of decisions under conditions of uncertainly. And there is also a
specific entrepreneurial skill: strategic planning.

Management is a practice than a science. Its practice is based both on knowledge and on
responsibility.
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