“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

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

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "The Management Process School : This approach to management theory perceives management as a process of getting things …" by Harold Koontz?
Harold Koontz photo
Harold Koontz17
1909–1984

Related quotes

“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 Mathematical School; Although mathematical methods can be used by any school of management theory, and have been, I have chosen to group under a school those theorists who see management as a system of mathematical models and processes. Perhaps the most widely known group I arbitrarily so lump are the operations researchers or operations analysts, who have sometimes anointed themselves with the rather pretentious name of "management scientists." The abiding belief of this group is that, if management, or organization, or planning, or decision making is a logical process, it can be expressed in terms of mathematical symbols and relationships. The central approach of this school is the model, for it is through these devices that the problem is expressed in its basic relationships and in terms of selected goals or objectives.”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 181

“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)

Joseph M. Juran photo

“The key issues facing managers in sales are no different than those faced by managers in other disciplines. Sales managers say they face problems such as "It takes us too long… we need to reduce the error rate." They want to know, "How do customers perceive us?" These issues are no different than those facing managers trying to improve in other fields. The systematic approaches to improvement are identical…. There should be no reason our familiar principles of quality and process engineering would not work in the sales process.”

Joseph M. Juran (1904–2008) Quality guru

Joseph M. Juran in: Paul H. Selden (1997), Sales Process Engineering: A Personal Workshop, Milwaukee, WI: ASQ Quality Press, pp. xxi–xxii

“The Human Behavior School: This approach to the analysis of management is based on the central thesis that, since managing involves getting things done with and through people, the study of management must be centered on interpersonal relations. Variously called the "human relations," "leadership," or "behavioral sciences" approach… This school concentrates on the "people" part of management and rests on the principle that, where people work together as groups in order to accomplish objectives, "people should understand people."”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 178

John C. Maxwell photo

“Managers work with processes – leaders work with people.”

John C. Maxwell (1947) American author, speaker and pastor

Source: John C. Maxwell Official FB https://www.facebook.com/100044605381690/posts/499643584865817/?d=n

Marvin Bower photo

“Fourteen basic and well-known managing processes make up the components from which a management system for any business can be fashioned.”

Marvin Bower (1903–2003) American business theorist

Source: The Will to Manage (1966), p. 26

“The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7.

“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

“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 (1909–1984)

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

Related topics