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This is the art of Management

To what extent is Management an art?

Even though managers may try to be scientific as often as possible, they frequently make decisions and solve problems on the basis of intuition, experience, instinct, and personal insights. Relying heavily on conceptual, communication, interpersonal, and time management skills, for example, a manager may have to decide among multiple courses of action that look equally attractive. And even “objective facts” may prove to be wrong. 

When Starbucks was planning its first store in New York City, market research clearly showed that New Yorkers preferred drip coffee to more exotic espresso-style coffees. 

After first installing more drip coffee makers and fewer espresso makers than in their other stores, managers had to backtrack when New Yorkers lined up clamoring for espresso. Starbucks introduced a standard menu and layout in all its stores, regardless of presumed market differences, and then makes necessary adjustments later. 

For effectiveness, managers must blend an element of intuition and personal insight with hard data and objective facts.

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