Prof. Dr. Aung Tun Thet: The Art and Science of Management

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THE ART OF MANAGEMENT PROF.DR.AUNG TUN THET > & SCIEN CE

Transcript of Prof. Dr. Aung Tun Thet: The Art and Science of Management

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THE ART OF MANAGEMENTPROF.DR.AUNG TUN THET

>& SCIENCE

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Question

Art or Science?Born or Made?

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Answer

Not Either/OrBut Both

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Definitions

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Definition

“Art of getting things done by others“ Two elements 1. Accomplishment of objectives2. Direction of group activities towards goal

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Definition

Weaknesses “Art“ Management both art and science Do not state various functions of manager

clearly

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Definition

Process Planning, organizing, actuating and

controlling Determine and accomplish objectives Use of people and resources

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Definition

“Process“: systematic way of doing things Four management activities: 1. Planning2. Organizing3. Actuating4. Controlling

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Definition

Planning: thinking of actions in advance Organizing: coordination of human and

material resources Actuating: motivation and direction of

subordinates Controlling: no deviation from norm or plan

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Definition

Manager uses people and other resources Achieving organization's objectives

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Definitions

“… art of knowing what is to be done and seeing that it is done in the best possible manner." (planning and controlling)

“… forecast, plan, organize, command, coordinate and control activities of others."

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Definitions

“… process by which co-operative group directs actions towards common goals."

“… process by which managers create, direct, maintain and operate purposive organisation through systematic, coordinated and cooperative human efforts."

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Definitions

“… coordination of all resources through process of planning, organising, directing and controlling to attain stated goals."

“… social and technical process that utilises resources, influences human action and facilitates changes to accomplish organization's goals."

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Definitions

“… process of working with and through others to achieve organizational objectives in a changing environment

… effective and efficient use of limited resources."

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Nature of Management

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Science

Precision Particular Prescribed Specific body of information and facts

guide behaviours

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Art

Personality Ability Certain people more predisposed to be

effective managers Some people not capable of being effective

practicing managers

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Management Science or Art?

No tailor-made answer Need to know exact meaning of words

'science' or 'art' Application to management

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Management: Art or Science?

Both Certain aspects make it science Others involve application of skills make it art

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Management: Art or Science?

Every discipline of art backed by science - basic knowledge

Every discipline of science complete only when used in practice for solving problems

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Management: Art or Science?

“Science" - "why" “Art" - "how" "In the area of management, science and art are two sides of the same

coin".

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Management: Art or Science?

In beginning of development of management knowledge considered art

Jungle of management knowledge Get things done in own way Codifying and systemizing became

science as well as art

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Management as Art

Learned Practiced Performed

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Management as Art

Gains experience by continuous application of knowledge and facing new experiences

Develop more skills and abilities for translating knowledge into practice

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Management as Art

Application calls for innovativeness and creativity

Theoretical knowledge inadequate or irrelevant

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Management as Art

Knowing how to accomplish desired results Body of knowledge management uses to

accomplish desired results

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Management as Art

Scientific principles and theories cannot be implemented in actual managerial situations

Rely on social and political environment Use own knowledge of situation, rather than

generic rules

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Management as Art

Mangers engaged in very fragmented work Constant interruptions Rare opportunities to quietly consider

managerial issues

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Management as Art

Challenging notion that managers behaved rationally and methodically

Use social and political skills to solve problems

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Management as Art

Management more than mastery of techniques and skills

Managers understand individuals and motivations

Help achieve goals

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Management as Art

Combining management and leadership Not only getting work done Understanding meaning behind work Manager as motivator and facilitator Manager as artist: respond differently to

each employee and situation

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Management as Art

Management "liberal art" Fundamentals of knowledge, wisdom, and

leadership Concerned with practice and application Scientific "facts" do not remain stable over

time

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Management as Science

Principles, generalizations and concepts systematically developed

Manager manage situation or organization in systematic and scientific manner

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Management as Science

Principles, generalizations and concepts formulated on basis of

Observation, research, analysis and experimentation

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Management as Science

Relationship of cause and effect Principles codified and systematic,

transferred and taught Principles universally applicable to all types

of organizations

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Management as Science

Ideal managerial practices Rational and objective way to determine

correct course of action Manager follow general principles and

theories Creating and testing hypotheses

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Management as Science

Scientific management: "one best way" to perform jobs

Processes to evaluate and organize work Reducing inefficiencies Understanding psychology of workers

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Management as Profession

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Profession

Body of specialized knowledge Systemized and codified form learned

through formal education system Central body formulate code of behaviour

for members

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Profession

Competent and specialized services to clients

Maintain scientific attitude and commitment for discovering new ideas and upgrading

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Profession

Members exercise restraint and self-discipline

Managers not respected as other professionals - doctors, advocates and chartered accountants

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Professionalization of Management

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Professionalization of Management

In public companies ownership separated from management and control - contributed to development of management as profession

Rapid expansion and growth of management universities and institutions

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Professionalization of Management

High-tech industrial society changes occurred in role of managers

Globalization require professional expertise and specialized knowledge

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Professionalization of Management

Increased utilization of specialized management services (e.g. consultancy, human resource development, etc.)

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Managers: Born or Made

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Managers like Leaders are Made

Not born Good news Brain science (neuroscience),

developmental and social psychology, and learning

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Why?

Mindset matters more than Intelligence Genetic lottery vs versatile and growing

Brain Mindset affects Workplace

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Training Ineffective

Managers don’t believe person can change Growth Mindset managers learn and help

others learn Mindsets Continuum

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Yes, Your Managers Can Change!

Adopting a Growth Mindset Culture Use Feedforward, Not Feedback Language Makes a Difference – Including How You Respond or

Praise

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Companies who cannot afford to recruit cream of crop

Human talent cutting edge competitive tool

Grow your own talent Intelligence overrated What matters - mindset and commitment

to effort

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Skills and Functions of Manager

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Functions

1. Planning2. Organizing3. Staffing4. Coordinating5. Controlling

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Skills

Calmness Maturity Friendliness Tolerance Appreciable

Tolerable Adorable Frank Determined Neutral towards means

& ends

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How To Manage People

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Managing People

More art than science No secret formula or set of rules Personal style Relentless commitment

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Managing People

Replace “manager” with “leader” Sense of humour Direct reports people Know strengths and weakness Clear plan of what needs to be done Hire slowly and fire quickly Decisive

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Managing People

Communicate expectations Understanding things you can change and things you cannot Different things motivate different people Maintain confidence Consistent Flexible Focus on solutions and not on problems

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10 Life Principles

1. Find out who you are2. Reposition yourself for full

effectiveness and fulfilment

3. Find your essential core4. Make your life your end

game5. Too much planning doesn’t

work

1. Know your values7. Define what finishing well

means to you8. Know the difference between

harvesting and planting9. Good intentions not enough;

define results you want10. “No longer learning, no longer

growing”

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THANK YOU!THANK YOU!