Management as an Art

Over the last few years i have got the opportunity to explore the artistic side of management and have been intrigued by it. Management as an art starts where science leaves off. Science deals with the measurable, the calculable and the predictable- mostly found when one is introduced to management early in the career. But, when management extends outside this field, which it does at numberless points in any business everyday, science is powerless; it has no base to work from and consequently no guidance to offer and it is the art of management that comes to play. 'Art' in the context of management is about 'sensing' the situation. Like Knowledge in any organisation exists as Explicit- which can be documented, shared, taught and transferred without much complexities and tacit knowledge is the one that re-defines business- knowledge that cannot be documented- it has to be felt. Tacit knowledge is 'artistic' it has to be experienced to learn- like cricket cannot be taught in a classroom it has to be played to master it. One of the greatest challenges that organisations face today is the (Tacit) knowledge gap that exists between the decision makers and the rest. A challenge probably globalisation and demographic changes in work force (off shoring) has got with it.
The greater the skill and artistry with which management is conducted, the less the fuss and effort needed to cope with situations. Partly because real skill like artistry always looks so easy. The skilled manager, like the brilliant batsman appears to be taking things easily; his skills make the situation, like the bowling, look easier than it is. It seems no effort to send the ball to the boundary. This circumstance leads some people, particularly those under good management without realising it, that many of the functions done by high management could be done by anyone and those at the top are having an idle time, getting a handsome salary for doing nothing.Infact the need for an instant and flexible response to situations, alterations, plan etc should make it clear that the highest levels of mgt cannot be dispensed with. Higher management reaches the summit of art when it represents, to those below it, wisdom by suggestion and without dictation, and is least seen, yet always present when asked for.