“Although students of management would readily agree that there have been problems of management since the dawn of organized life, most would also agree that systematic examination of management, with few exceptions, is the product of the present century and more especially of the past two decades.”

— Harold Koontz

Source: "The Management Theory Jungle," 1961, p. 174

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Harold Koontz 17

1909–1984

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“Loss of market begets unemployment. Emphasis has been on short-term profit, to the undernourishment of plans that might generate new product and service that would keep the company alive and provide jobs and more jobs. It is no longer socially acceptable performance to lose market and to dump hourly workers on to the heap of unemployed.
The basic sickness of American industry and resulting unemployment is failure of top management to manage. Loss of market, and unemployment, are not foreordained. They are not inevitable. They are not acceptable. The day is past when people in management need not know anything about management by which I mean to include problems of production, supervision, training.”

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“Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned.”

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“I would hope that American managers - indeed, managers worldwide - continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals."”

Peter F. Drucker (1909–2005) American business consultant

Management affects people and their lives.
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“A primary task of management in the developed countries in the decades ahead will be to make knowledge productive.”

Peter F. Drucker (1909–2005) American business consultant

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“A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures”

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A manager develops people.
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“I see too many academics forgetting what I think our job is in management, and that is to organize available knowledge; develop new knowledge, of course, but organize it in such a way that it can be useful to practicing managers to underpin management. I am surprised as I watch the literature, that some people are discovering what we’ve known for years. For example, some things like this: that technology affects management organization. I found that out when I was in the airline industry a few years ago and I never thought it was anything very surprising. Another, that the actual managing depends on the situation… I thought, my gosh, there must be something new there. Only to find, after spending a lot of time reading, that there wasn’t anything, and I don’t know any practicing manager who doesn’t manage in light of the situation. I think we have to agree that management theory and science should underpin practice, otherwise why develop it?”

Harold Koontz (1909–1984)

Harold Koontz in: Ronald G. Greenwood. Harold Koontz: A Reminiscence Presented at the meetings of the Academy of Management, Boston, August 14, 1984; as cited in Wren & Bedeian (2009;419-420)

“Of what value is the study of management?
The study of management has been omitted from the student's training until comparatively recently, for a very different reason than was psychology. It was never doubted that a knowledge of management would be of great value to anyone and everyone, and many were the queer schemes for obtaining that knowledge after graduation. It was doubted that management could be studied otherwise than by observation and practice. Few teachers, if any, believed in the existence, or possibility, of a teaching science of management. Management was assumed by many to be an art, by even more it was thought to be a divinely bestowed gift or talent, rather than an acquired accomplishment. It was common belief that one could learn to manage only by going out on the work and watching other managers, or by trying to manage, and not by studying about management in a class room or in a text book; that watching a good manager might help one, but no one could hope really to succeed who had not " the knack born in him."”

Lillian Gilbreth (1878–1972) American psychologist and industrial engineer

Source: Psychology of management, 1914, p. 2-3

“Man's greatest advances these last few generations have been made by the application of human intelligence to the management of matter. Now we are confronted by a more difficult problem, the application of intelligence to the management of human relations. Unless we can advance in that field also, the very instruments that man's intelligence has created may be the instruments of his destruction.”

Norman Angell (1872–1967) British politician

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“Management — The definition that includes all the other definitions in this book and which, because of that, is the most general and least precise. Its concrete, people meaning — the board of directors and all executives with the power to make decisions — is no problem, except for the not-so-little matter of where to draw the line between managers who are part of "the management" and managers who are not.”

Robert Heller (1932–2012) British magician

Source: The Pocket Manager, (1987), p. 161

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