“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

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

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Daniel A. Wren5
American business theorist 1932

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“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

“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

Will Durant photo

“History reports that the men who can manage men manage the men who can manage only things, and the men who can manage money manage all.”

Will Durant (1885–1981) American historian, philosopher and writer

Source: The Lessons of History

“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 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

Stephen R. Covey photo

“We present a dramatically different approach to time management. This is a principle-centered approach.”

Stephen R. Covey book First Things First

Source: First Things First (1994), p. 12 <!-- Originally added as : Instead of taking two watches, take compass. It is not important how fast you are moving, but where you are moving. -->
Context: We present a dramatically different approach to time management. This is a principle-centered approach. It transcends the traditional prescriptions of faster, harder, smarter, and more. Rather than offering you another clock, this approach provides you with a compass — because more important than how fast you're going, is where you're headed.

Peter F. Drucker photo

“A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates”

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

Source: 1990s and later, Managing for the Future: The 1990's and Beyond (1992), p. 139

“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

“One cannot help but be struck by the diversity that characterizes efforts to study the management process. If it is true that psychologists like to study personality traits in terms of a person's reactions to objects and events, they could not choose a better stimulus than management science. Some feel it is a technique, some feel it is a branch of mathematics, or of mathematical economics, or of the "behavioral sciences," or of consultation services, or just so much nonsense. Some feel it is for management (vs. labor), some feel it ought to be for the good of mankind — or for the good of underpaid professors.
But this diversity of attitude, which is really characteristic of all fields of endeavor, is matched by another and more serious kind of diversity. In the management sciences, we have become used to talking about game theory, inventory theory, waiting line theory. What we mean by "theory" in this context is that if certain assumptions are valid, then such-and-such conclusions follow. Thus inventory theory is not a set of statements that predict how inventories will behave, or even how they should behave in actual situations, but is rather a deductive system which becomes useful if the assumptions happen to hold. The diversity of attitude on this point is reflected in two opposing points of view: that the important problems of management science are theoretical, and that the important problems are factual.”

C. West Churchman (1913–2004) American philosopher and systems scientist

quote in: Fremont A. Shull (ed.), Selected readings in management https://archive.org/stream/selectedreadings00shul#page/n13/mode/2up, , 1957. p. 7-8 <br class="br">1940s - 1950s, &quot;Management Science — Fact or Theory?&quot; 1956

Lillian Gilbreth photo

“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

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