1.

“Management was, is, and always will be the same thing: the art of getting things
done.” Do you agree? Why or why not?
You can get things done without management, especially if by management we are
talking about managing people and their activities, and not managing one’s own
behavior. You can get a lot of things done by yourself, albeit often with more time and
effort than absolutely necessary. It’s not enough to know what to do and how to do it,
although that is certainly necessary. You also need to know how to get people and
resources needed to get things done and have them do those things efficiently and
effectively.
Management is the art of getting other people to do what you want them to do as
quickly as possible. That means finding individuals with the necessary talents and
attitudes, training them if they haven't already, and getting them to work well together. It
is critical to keep people engaged and satisfied in order to achieve success. Knowing
how to decompose work into manageable chunks, assigning those chunks (tasks) to the
appropriate people or teams, obtaining and using the appropriate equipment and
facilities, sequencing the tasks to minimize conflict and dependencies among the tasks,
and knowing how long tasks should take and the costs involved in terms of people,
capital assets, and material resources are all important aspects of management.
Working with other organizations both inside and outside your own organization who
can help you get things done is part of management.
Management is also the art of persuading sponsors (such as customers, investors, and
higher-level management) to give you the authority and resources you need to get other
people to do the things the sponsors want done, and keeping the sponsors satisfied that
you are making reasonable progress toward that goal. It also deals with any unexpected
obstacles that may develop during the process of getting things done. If you don't do
these things, you're likely to lose your managerial position. The underlying truth is that
the art of getting things done encompasses much more than simply getting things done.
Most crucially, it includes enlisting the help of others, as well as obtaining sponsorship
and approval to carry out those tasks.
2. Briefly describe the principles of scientific management and administrative
management. What assumptions do their perspective make about workers? To
what extent are these assumptions still valid today?
The primary difference between scientific and administrative management is that in
scientific management, an organization's effectiveness and efficiency are improved by
changing how workers perform their tasks, whereas administrative management theory
focuses on changing how the organization is managed. It is the manager's obligation to
identify the best possible techniques for employees to perform and manage their tasks
in a good working environment. Furthermore, the scientific management principle states
that addressing problems and making decisions should always be done in a scientific
manner. This strategy developed from a desire to increase production productivity by
making better use of physical and human resources. It was founded on the premise that
employees only have economic and physical demands, and that social and job-
satisfaction needs are unimportant or non-existent in the manager's perspective,
whereas the administrative management philosophy was that there was only one best
organization. This meant that there was only one way to get the most out of a complete
organization, and that any company that followed this principle would have the best
organization.
Engineers' approaches to scientific management and managers' approaches to
administrative management are both recognizable in these theories. However, one
aspect of scientific management theory that isn't widely accepted today is the notion
that managers should tightly manage while employees should just work. Rather of
maintaining a clear barrier between management and employees, most organizations
nowadays provide opportunities for employees to learn and improve. Some of the ideas
of administrative management, such as a clear division of work, ensuring that each
employee had only one direct manager to report to, and maintaining a healthy manager-
employee relationship, are still in use today.
 References:
A.(n/d). Main principles of scientific and administrative management retrieved (January
10,2022) from
https://www.answers.com/Q/What_are_the_main_principles_of_scientific_management
_and_administrative_management_What_assumptions_are_made_about_workers
Hans. (n/d). Management experience retrieved (January 10, 2022) from
https://www.quora.com/Q5-Management-was-is-and-always-will-be-the-same-thing-the-
art-of-getting-things-done-Do-you-agree-Why-or-why-not
Piyu. (2019, July 3). Difference Between Scientific Management and Administrative
Management retrieved (January 10, 2022) from
https://www.differencebetween.com/difference-between-scientific-management-and-
administrative-management/#:~:text=Scientific%20management%20theory
%20considers%20employee%20efficiency%2C%20whereas%20administrative,work
%20study%20and%20time%20of%20study%20of%20workers.