“The management theory jungle is still with us… Perhaps the most effective way [out of the jungle] would be for leading managers to take a more active role in narrowing the widening gap… between professional practice and our college and university business”

— Harold Koontz

schools
Source: "The Management Theory Jungle Revisited," 1980, p. 186 ; as cited in Daniel A. Wren & Arthur G. Bedeian (2009). The evolution of management thought. p. 419-420

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Harold Koontz 17

1909–1984

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle Revisited," 1980, p. 175 abstract

“Although the Gordon and Howell report noted the diversity of approaches to the study of management, it was Harold Koontz who delineated the differences and applied the catchy label ‘‘management theory jungle.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 413

“The Management Process School : This approach to management theory perceives management as a process of getting things done through and with people operating in organized groups. It aims to analyze the process, to establish a conceptual framework for it, to identify principles underlying it, and to build up a theory of management from them. It regards management as a universal process, regardless of the type that the environment of management differs widely between enterprises and levels. It looks upon management theory as a way of organizing experience so that practice can be improved through research, empirical testing of principles, and teaching of fundamentals involved in the management process.”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 175-6

“The purpose of this book is to show how economic analysis can be used in formulating business policies. It is therefore a departure from the main stream of economic writings on the theory of the firm, much of which is too simple in its assumptions and too complicated in its logical development to be managerially useful. The big gap between the problems of logic that intrigue economic theorists and the problems of policy that plague practical management needs to be bridged in order to give executives access to the practical contributions that economic thinking can make to top-management policies.”

Joel Dean (1906–1979) American economics wrtier

Preface
Managerial Economics, 1951

“Mary Parker Follett was a prominent business philosopher of the period, who agreed with Sheldon about the need to emphasize human factors in management, but placing greater stress on the need to develop a science of cooperation. According to Follett, what she called her 'Law of the Situation' could be a means for bridging the gap between an ideal of scientific management and the unilateral position that it seemed to involve in practice. In effect she was proposing the same collaboration between leaders and subordinates that was usually to be found between leaders of the same rank.”

Henry C. Metcalf (1867–1942) American business theorist

Book abstract
Dynamic administration, 1942

“Management is a far more homely business than its would be scientists suggest, more closely allied to cookery than any other human activity. Like cooking, it rests on a degree of organisation and on adequate resources. But just as no two chefs run their kitchens the same way, so no two managements are the same.”

Robert Heller (1932–2012) British magician

Source: The Naked Manager (1972), p. 12

“The key question for top management is what are your assumptions (implicit as well as explicit) about the most effective way to manage people?”

Douglas McGregor (1906–1964) American professor

Source: The Human Side of Enterprise (1960), p. 1; as cited in: Abraham Harold Maslow, Deborah Collins Stephens, Gary Heil. Maslow on management, John Wiley, 1998, p. 96