“[ Management can be defined as] the function of getting things done through others.”

— Cyril J. O'Donnell

Harold Koontz and Cyril O’Donnell (1955), Principles of Management: An Analysis of Managerial Functions. New York: McGraw-Hill, 1955, p. 3; As cited in Wren & Bedeian (2009;411)

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Cyril J. O'Donnell 1

American professor 1900–1976

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“[ Managementlove can be defined as] the function of getting things done through others.”

Harold Koontz (1909–1984)

Harold Koontz and Cyril O’Donnell (1955), Principles of Management: An Analysis of Managerial Functions. New York: McGraw-Hill, 1955, p. 3; As cited in Wren & Bedeian (2009;411)

“Human experience shows that people, not organizations or management systems, get things done.”

Hyman George Rickover (1900–1986) United States admiral

The Rickover Effect (1992)
Context: What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.

“A managed democracy is a wonderful thing… for the managers… and its greatest strength is a 'free press' when 'free' is defined as 'responsible' and the managers define what is 'irresponsible'.”

Robert A. Heinlein book The Moon Is a Harsh Mistress

Source: The Moon is a Harsh Mistress

“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

“This book undertakes the study of management by utilizing analysis of the basic managerial functions as a framework for organizing knowledge and techniques in the field. Managing is defined here as the creation and maintenance of an internal environment in an enterprise where individuals, working together in groups, can perform efficiently and effectively towards the attainment of group goals. Managing could, then, be called ""performance environment design."" Essentially, managing is the art of doing, and management is the body of organized knowledge which underlies the art.
Each of the managerial functions is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented., This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them, and be given the means of organizing existing knowledge in the field.
Part 1 is an introduction to the basis of management through a study of the nature and operation of management principles (Chapter 1), a description of the various schools and approaches of management theory (Chapter 2), the functions of the manager (Chapter 3), an analytical inquiry into the total environment in which a manager must work (Chapter 4), and an introduction to comparative management in which approaches are presented for separating external environmental forces and nonmanagerial enterprise functions from purely managerial knowledge (Chapter 5)…”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1972 edition)

“An enterprise must be viewed from several perspectives if it is to be fully described and understood (Barnett 1994; ESPIRIT Consortium AMICE 1991). Previous work in the development of architectures by the Automation & Robotics Research Institute (Presley et al. 1993) describes a five view approach. The Business Rule (or Information) View defines the entities managed by the enterprise and the rules governing their relationships and interactions. The Activity View defines the functions performed by the enterprise (what is done) while the Business Process View defines a time sequenced set of processes (how it is done). The resources and capabilities managed by the enterprise are defined in a Resource View. Finally, the Organization View is used to define how the enterprise organizes itself and the set of constraints and rules governing how it manages itself and its processes.”

Donald H. Liles (1947) American engineer

Source: Enterprise modeling within an enterprise engineering framework (1996), p. 994

“Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing,, directing, and controlling) is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented. This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them.”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1968 edition)

“The list of characteristics of the good life suggested by Lord Skidelsky include neither work nor politics and that indicates that there is a problem with understanding power. Part of a good life is not to be dominated by the rich and the powerful and that can only be done through asserting the necessity of recognising labour as a value so that the people who do it are treated humanely and that involves the other thing that defines human beings, they can get together and change things through the power of association. Politics is part of the good life too although I can tell you it doesn’t always feel that way.”

Maurice Glasman, Baron Glasman (1961) British philosopher

Blue Labour, Work As Value http://www.bluelabour.org/2013/10/31/work-as-a-value/

“The architecture of a system can be defined as the functional appearance of the system to the user.”

Gerrit Blaauw (1924–2018) Dutch computer scientist

Blaauw (1972) cited in: Gerritt A Blaauw (1976) Digital system implementation. p. 6

“Visible management attention, rather than management exhortation, gets things done. Action may start with the words, but it has to be backed by symbolic behavior that makes those words come alive.”

Robert H. Waterman (1950) American writer

Source: The Renewal Factor, 1987, p. 11

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