1.

A professional trainer told her students, “the purpose of management

course is to teach students about management, not to teach them to be
managers.” Do you agree or disagree with this statement? Discuss

Introduction
Management is science, art and profession. Managing, like all other practices-
whether medicine, music composition, engineering, accountancy, or even baseball-
is an art. It is know-how (experience). It is doing things in the light of the realities
of a situation. Yet, managers can work better by using the organized knowledge
about management. it is this knowledge that constitutes a science. Thus, managing
as practice is an art; the organized knowledge underlying the practice may be
referred to as a science. In this context science and art are not mutually exclusive;
they are complementary.
As a science it is systematic knowledge, which explains the causes and effects of
phenomenon with underlying principles, which have universal application. It
develops principles, laws, and generalization that are universal in nature and can be
applied under similar conditions.
It is an art, because it requires a skill or practical know-how of the principles and
techniques of management in order to perform specific job effectively. It has great
role in creating new ideas, innovation, and initiation of a manager for the
achievement of the organizational goals.
Early twentieth-century management scholar Mary Parker Follett defined
management as “the art of getting things done through people.” Management is the
attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources
Managers create the systems, conditions, and environment that enable
organizations to survive and thrive beyond the tenure of any specific supervisor or
manager. They get things done through their organizations. From above definition
the deference between management and manager is, management is the process,
science and art of getting things done through people while manager is one who
get things done through other. Shortly management is process and manager is a
person who show management in action.
 My argument
I totally disagree with the professional trainer’s argument. The purpose of a
management course is to teach management course by anticipating the student will
become manager in future.
Management is science, art and profession. It is know-how (experience). It is doing
things in the light of the realities of a situation. Yet, managers can work better by
using the organized knowledge about management. it is this knowledge that
constitutes a science. Manager gets this knowledge from management courses. In
this context science and art are not mutually exclusive; they are complementary.
Management course teaches student how to attain the organizational goals in an
effective and efficient manner through planning, organizing, leading, and
controlling organizational resources. To manage one must know about how to
utilize resource, how to attain organizational goals, how to plan, organize, lead and
control organizational resources and they must know how to adapt to this changing
world situations to meet desired goal. This only obtained in management course
class. To be the best manager one must learn science of management. That means
management principles, techniques and laws.
I think that anything that you learn in your time in management course class,
should prepare you for the real world. I think that everything should be taught to
help you understand how to apply the knowledge you learn, to what you want to do
in life. The purpose of management course is to teach you the knowledge you
need, and show you how to apply it to being a manager. I would say the same thing
with any class that you take. If you take an economics class, you learn the concepts
of economics, and how to apply them to real world situation like using available
resource efficiently. It teaches you how to expend your limited resources to meet
your wants.
I think that teaching management course is designed to give you clear cut
information and advice that will help you in situations that you will face as new
managers. I think it is necessary to read about past situations where course would
teach you what you can expect to happen, and different steps you can take to better
your chances of handling thing in the correct manner. I think a management course
should teach you about who you are as a person and how well your personality fits
into the work expected as a manager.
  Let I support my argument by providing some advantages of management
courses to manager
Deeper Understanding of the Role of a Manager

A managers’ primary goal is to be an effective implementer—someone who

coordinates the actions of others to accomplish organizational goals and objectives.
Managers perform a wide array of daily tasks, but their fundamental function is to
get things done with and through others. An aspect of management that is
sometimes underestimated is the ability to mentor and guide employees. Although
78 percent of people think having managerial mentors in the workplace is
important, only 37 percent of professional report having one, which means
continuing your management education is more important than ever. A
management course can help you better understand the ins and outs of a successful
manager’s role whether or not you have a mentor in the workplace, enabling you to
become a better advisor to others.
Improved Decision-Making Skills
Managers must be able to make decisions effectively and efficiently. To succeed,
you need to learn about the decision-making process—ranging from what aspects
constitute a “good” decision, to understanding how social, political, and emotional
factors play a key role in the process.
In a course, you can learn how to recognize and avoid key pitfalls that undermine
successful decision-making processes. You can also improve both individual and
group decision-making and inspire a mindset of inquiry within your organization.
Improved Understanding of Change Management
Virtually every company is guaranteed to go through organizational transitions
over the course of its existence. Whether that change is as small as hiring a new
employee or as large as an acquisition, successful leaders need the ability to
initiate, adapt to, and manage change.
“Managers must develop skills in designing, directing, and shaping change
processes,” said Harvard Business School Professor David Garvin in the online
course Management Essentials. “Change is not an event, but a process.”
A managerial course can help you develop the skills needed to oversee a transition
by breaking down the components of an organizational change process. It can also
equip you with the know-how to tackle questions around how a company can get
from point A to point B, what actions employees must take during transitions, and
how to ensure those actions are executed.
Improved Communication Skills
Clear communication is key to your success, but not every person communicates
the same way. Being unable to adapt to and manage multiple communication styles
can lead to lower employee engagement and poor team performance. In
management training, you can learn how to communicate in ways that enable you
to influence multiple audiences within your organization—from your team
members to key decision-makers. Similarly, you can acquire important
communication tactics that empower your employees to work toward shared goals.
conclusion

No matter your experience level, it’s important to continuously learn and develop
new skills. As you advance in your career, you need to work efficiently with
colleagues, gain deep expertise within your industry, keep up with emerging
technologies and, eventually, manage others. I strongly believe that management
courses are the most important and fundamental to manager. Teaching /learning
management course reveal principles, techniques and laws regarding how to
manage people and other organizational resources to attain the desired goal. By
learning management course student can prepared to be a future manager.
 2. As organization become more technology-driven, which do you think
will become more important-the management of the human element of
the organization or the management of technology? Discuss.

Organizations are group of people who work together in order to achieve

organizational goals as well as personal goals. Organizations have their own
culture, which plays an important part in shaping both interpersonal relationship
and the overall objectives of the organization. In this turbulent and changing
environments the organization have to emphasis management of both human
element and technology according to my believe.
They are both equally important and neither one can be neglected. The effective
management of technology requires a considerable amount of creativity and
innovation to apply it successfully. That cannot be done without well-trained
people and people-oriented leadership.
As the organizations are becoming tech driven, the more important factor will be
the technology management. As it will be controlling the Human element
precisely. But at the other end, technology will be managed by human element.
What so ever the technology is, what so ever the artificial intelligence is
implemented, at the end you need a human element; to calibrate, to verify the
working, to correct a problem. So what so ever the technology level may be, you'll
be needing a human element to control it and on the other end, the technology will
be managing the major part of human element. This is an interesting question and
one that will become increasingly relevant as technology becomes a bigger and
bigger part of the ways in which companies do business.
The nature of human resources is such that it will always be important. People will
continue to need ways to air their grievances and have their say. As long as a
company still needs people to operate its technology, human resources will always
be important. The management of technology, on the other hand, is also extremely
important. Without ensuring that a company has the right technological
infrastructure, a manager would be allowing a company to fall behind its
competitors. Once again though, the manager who decides which pieces of
technology to invest in and implement is, themselves, a human resource. Without
the right human resources and the right technological resources, a business cannot
function optimally anymore. The two are therefore dependent upon one another.
Obviously, both are important, but in the end human...
When something goes wrong with technology, what happens? They call for a
human to come and fix it! Here is an interesting fact: despite appearances, all
organizations exist to service people. People expect to ultimately be serviced by
people. Have you ever tried to argue with a computer? In my experience, it does
not end well. Problems do not get solved and customers leave. Yes, technology is
an integral part of a modern business but so are people and the interactions with
those people and customers. Technology and people are different but both are
important considerations in a modern business.
As reported by HRM New Zealand, Coca-Cola Amatil (CCA) has created a new,
expansive role in their HR department: general manager of people and technology.
This combination of internal departments can be interpreted as the company’s
acknowledgement of a direct relationship between technology and HR. CCA’s
managing director also promotes respect for employees, believing this is crucial to
keeping them engaged in their work. It’s notable that this company is both
embracing technology as part of HR, and promoting respect in the workplace.
Other companies can learn from this innovative move – HR and technology are
moving closer and must therefore find ways to work together.

References
1. Ramon J.Aldag and Timothy M.Stearns,Management, 2d ed.(Cincinnati,OH:
South-Western Publishing,1991)
2. Mauro F.Guillen,“The Age of Eclecticism: Current Organizational Trends and
the Evolution of Managerial Models,” Sloan Management Review (Fall 1994)
3. Harvard Business School Online.