11-16-2012, 07:54 PM
PRINCIPLES OF MANAGEMENT (MGT503)
Fall 2012
ASSIGNMENT NO. 1
Due Date: 15 November, 2012
Marks: 20
Case:
“The trouble with management as a field of study and practice is that it has no scientific base.” Mr. Najmi, a space scientist, said to his laboratory head, Mr. Khan. “I feel I know what I am doing when I design a guidance system for a rocket because I have the space, propulsion, and other sciences available to tell me what to do. But when you ask me if I am doing a good job as a supervisor of my engineering and technical team, there is nothing, no science of management, to guide me. In my readings of the books on management, I get the idea that management must operate on a closed-system basis, that the best things managers can do are to be friendly, consult with their subordinates on every little thing, and develop strict rules and procedures so that no subordinate can make a mistake”, he added.
“As I think about it, I cannot see much science in management. And I wonder what good management books, articles and management development courses are ever going to do any of us. So we have to wait for centuries when a science of management, as an exact science like physics, is developed?” he exclaimed.
Mr. Khan, having been exposed to a number of management development seminars that had emphasized the usefulness and importance of the management knowledge, was taken aback by Najmi’s outburst. But he was impressed that what his subordinate had said did make a lot of sense. He was, however, at a loss as how to respond to Najmi.
Questions:
If you were Mr. Khan, how would you respond to Mr. Najmi’s statement?
What would you suggest be done to make management more scientific?
Fall 2012
ASSIGNMENT NO. 1
Due Date: 15 November, 2012
Marks: 20
Case:
“The trouble with management as a field of study and practice is that it has no scientific base.” Mr. Najmi, a space scientist, said to his laboratory head, Mr. Khan. “I feel I know what I am doing when I design a guidance system for a rocket because I have the space, propulsion, and other sciences available to tell me what to do. But when you ask me if I am doing a good job as a supervisor of my engineering and technical team, there is nothing, no science of management, to guide me. In my readings of the books on management, I get the idea that management must operate on a closed-system basis, that the best things managers can do are to be friendly, consult with their subordinates on every little thing, and develop strict rules and procedures so that no subordinate can make a mistake”, he added.
“As I think about it, I cannot see much science in management. And I wonder what good management books, articles and management development courses are ever going to do any of us. So we have to wait for centuries when a science of management, as an exact science like physics, is developed?” he exclaimed.
Mr. Khan, having been exposed to a number of management development seminars that had emphasized the usefulness and importance of the management knowledge, was taken aback by Najmi’s outburst. But he was impressed that what his subordinate had said did make a lot of sense. He was, however, at a loss as how to respond to Najmi.
Questions:
If you were Mr. Khan, how would you respond to Mr. Najmi’s statement?
What would you suggest be done to make management more scientific?