Strategic Management science or art

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Table of Contents

Summary
Introduction
Literature review
Conclusion
Works Cited

Summary

In the management domain, strategic management encompasses identification coupled with definition of strategies for everyday use. Usually, managers employ these strategies to strive for high performance as well as admirable competitive advantage for business establishments.

In addition to that, it includes decisions as well as acts managers establish, and which determine the outcome of the organizations’ performance. Incisively, a science is whatever skill that manifests detailed use of facts for a particular purpose.

Subsequently, an art is clearly characterized as skill critical for any human tasks. Not only a strategic management is a behavioral science, but also an art since its application in relative situations involves these two perspectives (Bingham and Eisenhardt 1437-1467).

Introduction

Ordinarily, (Bingham and Eisenhardt 1437-1467) argues that the main function of strategic management is to integrate diverse functional components of an organization wholly, as well as to make sure these functional aspects are in agreement.

Basically, this involves application of scientific principles established in management, and execution of activities to meet desired goals. In brief, the base of strategic management as an art as well as a science are clear in today’s global business environment. In this respect, strategic management draws higher profitability if well planned and executed.

Literature review

Strategic management as a science

Generally, a science is a taxonomic collection of knowledge about a particular field of study, with universal features which define remarkable development. It simply sets up a cause with accompanying effects links among two or more factors, and emphasizes the rationale of the relationship.

These principles spring up from scientific methods such as observation along with the verification by means of testing. Specifically, a number of features describe a science. One is cause with corresponding effect relationship. Indeed, principles of science institute reason and aftermath relationship amidst a number of variables.

With reference to strategic management, same principles exist. For instance, in cause and effect relationship, where there is little stability in authority besides responsibility ineffectiveness emerges. Second is examination of validity as well as predictability of the subject under consideration.

In essence, legality of scientific standards is proved at any convenience. It is important to note that each test will give similar result regardless of when it is done. Furthermore, scientific management principles are examined for validity by use of standards like unity of command through comparison of two persons (Gao 125-136).

Thirdly according to Gao (125-136), generally accepted principles involve scientific standards, which in one way or another signify basic truth of a specific area of enquiry. Chiefly, these principles are relevant in everyday operations. In brief, strategic management encompasses some cardinal principles, for instance, the principle of unity which are used worldwide.

Finally, experimentation together with observation is involved, this basically makes up thorough scientific look into a field under consideration. Similarly in strategic management, principles founded on scientific research accompanied with observations like in the principles are highlighted by Henry Fayol. A number of these principles are established by the way of experiments as well as practical encounters of managers (Pugh and Bourgeois, 173).

From above arguments, it is undeniable that strategic management like other sciences has a well arranged body of knowledge. Even though this vast body of knowledge is not like that of other physical sciences such as biology among others, ostensibly because strategic management deals with behavior of human beings, whose behavior is toilsome to foretell accurately. Given that strategic management is a social process, it is deemed as a social science, which is flexible by nature. The reason for flexibility is that theories as well as principles result in a range of results at different times, and hence it is a behavioral science (Gao 125-136).

Strategic management as an art

Conversely, an art connotes manipulation of knowledge together with a skill in tasks to attain desired results. In this perspective, an art is outlined as individualized application of theoretical formulas for attaining coveted results. For the most part, an art has to a large extent practical knowledge.

In this case, a manager needs to be well-rounded in academic qualifications and the practical part of management. In addition to that, a manager must have a personal skill. For one thing, each manager has a unique style of addressing strategic management, depending on knowledge level coupled with personality (Hodgkinson and Healey, 1510).

Moreover, a great sense of creativity is critical in an art. In the case of strategic management, creativity is displayed in targeting to bring forth unique results via combination of cognition and imagination. Above all, it harmonizes human as well as non human endowments to accomplish the desired objectives (Leaptrott and McDonald, 35).

Again, continued practice leads to mastery of a given art. As an example, managers gain skills by way of trial and error in the earlier stages, yet daily application of strategic management principles over a long period makes them more competent in strategic management.

To sum up, an art is goal oriented, whereby in strategic management efforts are directed towards attainment of preset goals by utilizing available resources. Therefore, in a way strategic management is an art, which demands exercise of particular principles as it deals with shaping the attitudes as well as behaviors of people (Maranville 782-807).

All things considered, management is not only an art but a science as well. From above analysis, strategic management integrates scientific characteristics and artistic features. It is carefully weighed as a science since it is a coherent to a vast body of knowledge, which consists of acceptable universal truth.

It is termed as an art because strategic management necessitates accredited skills, which are particular to a given manager. Accordingly, science gives knowledge, while art handles application of acquired knowledge along with skills. It is recommended that for a manager to succeed, one needs to adopt scientific knowledge likewise the art of using it. Consequently, strategic management is a wise fuse of science as well as art, since it evidences the principles as well as the way these principles are applied (Maranville 782-807).

Conclusion

Management as a science was earlier on determined by authors of scientific management especially Frederick Taylor, and remains today in a number of empirical researches on strategic management. On the other hand, Henry Mintzberg molded strategic management as an art, and is clear in heterogeneous theories of management.

Singularly, most scholars besides management practitioners blend art as well as science to more effectively cultivate managerial talent. Distinctly, this is the case in recent theories of management (Zhang and Rajagopalan, 28).

Works Cited

Bingham, Christopher and Kathleen Eisenhardt. Rational heuristics: The simple rules that strategists learn from process experience. Strategic Management Journal. 32.13 (2011): 1437-1464. Print.

Gao, Fei. Is management science or art? Systems Research and Behavioural Science. 25.1 (2008): p125-136. Print.

Hodgkinson, Gerrard and Mark, Healey. Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management. Strategic Management Journal. John Wiley & Sons Ltd. 32. 13 (2011): 1500-1516.

Leaptrott, John and Michael, McDonald. Assessing managerial decisions using the dual systems theory of reasoning: future challenges for management researchers. Academy of Strategic Management Journal. 2008. Print.

Maranville, Steven. The art of strategic management: A case based exercise. Journal of Management Education. 35. 6 (2011): 782-807. Print.

Pugh, Jonathan and Jay, Bourgeois. Doing strategy. Journal of Strategy Management. 4.2 (2011):172-179. Print.

Zhang, Yan and Nandini, Rajagopalan. Once an outsider, always an outsider? CEO origin, strategic change, and firm performance. Strategic Management Journal. 2009. Print.

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