Management – A Profession ?

Management – 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 in the discussion:

-. 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 member.

If the above standards are considered, then management cannot really be called a profession. There are no licences for managers, nor is there an accepted code of ethics, but there are tendencies toward professionalization and these will undoubtedly increase.

At present, there are trends towards professionalism, seem in the development of skills and techniques, more formal training, facilities and greater use of management consultants and specialized associations.

There have been attempts in a number of countries to specify codes of conduct for managers.

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.

Briefly details are noted below :

-. To act loyally and honestly in carrying out the policy of the organization and not undermine its image or reputation;

-. To accept responsibility for their own 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;

-. To order their conduct so as to uphold the dignity, standing and reputation of the Company.

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 organizing has obligations 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.

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