"Sharing is Caring" Greatly appreciated to our professor for giving opportunitys to our young milleniels to learn all these insightful knowledge and experiences. Credit to: Prof. Dr. Aung Tun Thet.

1. THE ART OF MANAGEMENT
PROF.DR.AUNG TUN THET
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2. Question
Art or Science?
Born or Made?

3. Answer
Not Either/Or
But Both

6. Definitions

7. Definition
 “Art of getting things done by others“
 Two elements
1. Accomplishment of objectives
2. Direction of group activities towards goal

8. Definition
 Weaknesses
 “Art“
 Management both art and science
 Do not state various functions of manager
clearly

9. Definition
 Process
 Planning, organizing, actuating and controlling
 Determine and accomplish objectives
 Use of people and resources

10. Definition
 “Process“: systematic way of doing things
 Four management activities:
1. Planning
2. Organizing
3. Actuating
4. Controlling

11. 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

12. Definition
 Manager uses people and other resources
 Achieving organization's objectives

13. 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."

14. 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."

15. 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."

16. Definitions
 “… process of working with and through others
to achieve organizational objectives in a
changing environment
 … effective and efficient use of limited
resources."

18. Nature of Management

19. Science
 Precision
 Particular
 Prescribed
 Specific body of information and facts guide
behaviours

20. Art
 Personality
 Ability
 Certain people more predisposed to be
effective managers
 Some people not capable of being effective
practicing managers

21. Management Science or Art?
 No tailor-made answer
 Need to know exact meaning of words
'science' or 'art'
 Application to management

22. Management: Art or Science?
 Both
 Certain aspects make it science
 Others involve application of skills make it art

23. 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

24. Management: Art or Science?
 “Science" - "why"
 “Art" - "how"
 "In the area of management,
 science and art are two sides of the same coin".

25. 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

26. Management as Art
 Learned
 Practiced
 Performed

27. Management as Art
 Gains experience by continuous application of
knowledge and facing new experiences
 Develop more skills and abilities for translating
knowledge into practice

28. Management as Art
 Application calls for innovativeness and
creativity
 Theoretical knowledge inadequate or irrelevant

29. Management as Art
 Knowing how to accomplish desired results
 Body of knowledge management uses to
accomplish desired results

30. 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

31. Management as Art
 Mangers engaged in very fragmented work
 Constant interruptions
 Rare opportunities to quietly consider
managerial issues

32. Management as Art
 Challenging notion that managers behaved
rationally and methodically
 Use social and political skills to solve problems

33. Management as Art
 Management more than mastery of techniques
and skills
 Managers understand individuals and
motivations
 Help achieve goals

34. 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

35. 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

36. Management as Science
 Principles, generalizations and concepts
systematically developed
 Manager manage situation or organization in
systematic and scientific manner

37. Management as Science
 Principles, generalizations and concepts
formulated on basis of
 Observation, research, analysis and
experimentation

38. Management as Science
 Relationship of cause and effect
 Principles codified and systematic, transferred
and taught
 Principles universally applicable to all types of
organizations

39. 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

40. Management as Science
 Scientific management: "one best way" to
perform jobs
 Processes to evaluate and organize work
 Reducing inefficiencies
 Understanding psychology of workers

41. Management as Profession

42. Profession
 Body of specialized knowledge
 Systemized and codified form learned through
formal education system
 Central body formulate code of behaviour for
members

43. Profession
 Competent and specialized services to clients
 Maintain scientific attitude and commitment for
discovering new ideas and upgrading

44. Profession
 Members exercise restraint and self-discipline
 Managers not respected as other professionals -
doctors, advocates and chartered accountants

45. Professionalization of
Management

46. 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

47. Professionalization of Management
 High-tech industrial society changes occurred
in role of managers
 Globalization require professional expertise and
specialized knowledge

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

49. Managers: Born or Made

50. Managers like Leaders are Made
 Not born
 Good news
 Brain science (neuroscience), developmental
and social psychology, and learning

51. Why?
 Mindset matters more than Intelligence
 Genetic lottery vs versatile and growing Brain
 Mindset affects Workplace

52. Training Ineffective
 Managers don’t believe person can change
 Growth Mindset managers learn and help
others learn
 Mindsets Continuum

53. Yes, Your Managers Can Change!
 Adopting a Growth Mindset Culture
 Use Feedforward, Not Feedback
 Language Makes a Difference – Including How You Respond or Praise

54. 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

55. Skills and Functions of Manager

56. Functions
1. Planning
2. Organizing
3. Staffing
4. Coordinating
5. Controlling

57. Skills
 Calmness
 Maturity
 Friendliness
 Tolerance
 Appreciable
 Tolerable
 Adorable
 Frank
 Determined
 Neutral towards means
& ends

58. How To Manage People

59. Managing People
 More art than science
 No secret formula or set of rules
 Personal style
 Relentless commitment

60. 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

61. 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

62. 10 Life Principles
1. Find out who you are
2. Reposition yourself for full
effectiveness and fulfilment
3. Find your essential core
4. Make your life your end
game
5. Too much planning doesn’t
work
1. Know your values
7. Define what finishing well
means to you
8. Know the difference between
harvesting and planting
9. Good intentions not enough;
define results you want
10. “No longer learning, no longer
growing”

63. THANK YOU!
THANK YOU!