“The various schools of or approaches to management theory that I identified nearly two decades ago, and called "the management theory jungle," are reconsidered. What is found now are eleven distinct approaches, compared to the original six, implying that the "jungle" may be getting more dense and impenetrable. However, certain developments are occurring which indicate that we may be moving more than people think toward a unified and practical theory of management.”

—  Harold Koontz

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

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Harold Koontz 17
1909–1984

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“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 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 (1909–1984)

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

“The Current Approaches to Management Theory and Science
I hope the reader will realize that, in outlining the eleven approaches, I must necessarily be terse.”

Harold Koontz (1909–1984)

The empirical or case approach : The members of this school study management by analyzing experience, usually through cases...
The interpersonal behavior approach: This approach is apparently based on the thesis that managing involves getting things done through people, and that therefore the study of management should be centered on interpersonal relations...
The group behavior approach : This approach is ... primarily with behavior of people in groups rather than with interpersonal behavior...
The cooperative social system approach : A modification of the interpersonal and group behavior approaches has been the focus of some behavioral scientists on the study of human relationships as cooperative social systems...
The sociotechnical systems approach : One of the newer schools of management identifies itself as the sociotechnical systems approach...
The decision theory approach : This approach to management theory and science has apparently been based on the belief that, because it is a major task of managers to make decisions, we should concentrate on decision making...
The systems approach ; ... the systems approach to the study and analysis of management thought...
The mathematical or "management science" approach : There are some theorists who see managing as primarily an exercise in mathematical processes, concepts, symbols, and models...
The contingency or situational approach : ... the contingency approach to management.
The managerial roles approach :... popularized by Henry Mintzberg [1973, 1975]...
The operational approach : The operational approach to management theory and science, a term borrowed from the work of P. W. Bridgman [1938, pp. 2-32], attempts to draw together the pertinent knowledge of management by relating it to the functions of managers...
The nature of the operational approach can perhaps best be appreciated by reference to Figure 1. As this diagram shows, the operational management school of thought includes a central core of science and theory unique to management plus knowledge eclectically drawn from various other schools and approaches...
Source: "The Management Theory Jungle Revisited," 1980, p. 177-182

“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

“Empirical School; A second approach to management I refer to as the "empirical" school. In this, I include those scholars who identify management as a study of experience, sometimes with intent to draw generalizations but usually merely as a means of teaching experience and transferring it to the practitioner or student. Typical of this school are those who see management or "policy" as the study and analysis of cases and those with such approaches as Ernest Dale's "comparative approach."”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 177

“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)

“The Decision Theory School : Another approach to management theory, undertaken by a growing and scholarly group, might be referred to as the decision theory school. This group concentrates on rational approach to decision-the selection from among possible alternatives of a course of action or of an idea. The approach of this school may be to deal with the decision itself, or to the persons or organizational group making the decision, or to an analysis of the decision process. Some limit themselves fairly much to the economic rationale of the decision, while others regard anything which happens in an enterprise the subject of their analysis, and still others expand decision theory to cover the psychological and sociological aspect and environment of decisions and decision-makers.”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 180

“Lack of specificity around stakeholder identity remains a serious obstacle to the further development of stakeholder theory and its adoption in actual practice by business managers. Nowhere is this shortcoming more evident than in stakeholder theory's treatment of the constituency known as 'community.”

R. Edward Freeman (1951) American academic

Freeman (2001) "Enhancing Stakeholder Practice: A Particularized Exploration of Community," 2001, cited in: Enhancing Stakeholder Practice, Ten Years Later: Professor Ed Freeman on Community, Technology and Globalization http://www.justmeans.com/Enhancing-Stakeholder-Practice-Ten-Years-Later-Professor-Ed-Freeman-on-Community-Technology-Globalization/48445.html, in: Corporate social responsibility, April 15, 2011

“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)

Henri Fayol photo

“[In France] a minister has twenty assistants, where the Administrative Theory says that a manager at the head of a big undertaking should not have more than five or six.”

Henri Fayol (1841–1925) Developer of Fayolism

Henri Fayol cited in: Morgen Witzel (2001) Organization Behaviour, 1890-1940, Volume 1. p. 191

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