Management to be a Profession ?

In recent years there has been further consideration as to whether management can be regarded as a profession. The conflicting arguments can be considered only if a profession is defined. The following main points seem relevant:

• There must exist a body of principles, skills and techniques and specialized knowledge;
• There must be formal methods of acquiring training and experience;
• An organization should be established which forms ethical codes for the guidance and conduct of members.

 If the above standards are considered, the management cannot really be a called a profession. There are no licenses for managers, nor is there an accepted code of ethics. Management is a practice, rather than a science or profession.

Economic performance and achievement are the proper aims of management and that a manager’s primary responsibility is to manage a business. A manager should not, therefore, devote time to objectives such as professionalism which lie out-side the enterprise.

The solution may lie in a balanced approach. At present there are trends towards professionalism, seem in the development of skills and techniques, more formal training facilities and the greater use of management consultants and specialized associations.

Managers have to balance their obligations to the undertaking which employs them with the community at large, with other employees, suppliers, consumers, and their own conscience.

Because of the growing professionalism of managers there is a need for such a code of conduct as brief below:

• To act loyal and honestly in carrying out the policy of the organization and not undermine its image or reputation;
• To accept responsibility for their work and that of their subordinates;
• Not to abuse their authority for personal gain;
• Not to injure or attempt to injure the professional reputation, prospects or business of others;
• Always to comply strictly with the law and operate within the spirit of the law.

Other points refer to dealing honestly with the public, promoting the increase in competence and the standing of the profession of management, and recognizing that the organization has obligation to owners, employees, suppliers, customers, users, and the general public.

Guides to good practice include:

• Establishing objectives for themselves and their subordinates which do not conflict with the organization’s overall objectives;
• Respecting confidentially of information and not using it for personal gain;
• Making full disclosure of a personal interest to their employer.

Other points refer to helping and training subordinates, ensuring their safety and well –being, honouring contracts to customers and suppler, ensuring correct information is produced, not tolerating any corrupt practices, and finally to setting up a disciplinary structure to implement the code.