Clergyman's

“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.”
— Harold Koontz

“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

“A prominent manufacturer once said that although he could see some use for an organization chart for his factory, he had refused to chart the organization above the level of factory superintendent. His argument was that charts tend to make people overly conscious of being superiors or inferiors, tend to destroy team feeling, and give persons occupying a box on the chart too great a feeling of ""ownership""?Another top executive once said that if an organization is left uncharted, it can be changed more easily and that the absence of a chart also encourages a competitive drive for higher executive positions on the part of the uncharted middle-management group.”
— Harold Koontz

“The management theory jungle is still with us... Perhaps the most effective way 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

“Every organization structure, even a poor one, can be charted, for a chart merely indicates how departments are tied together along the principal lines of authority. It is therefore somewhat surprising to find top managers occasionally taking pride in the fact that they do not have an organization chart or, if they do have one, feeling that the chart should be kept a secret.”
— Harold Koontz

“The Social System School: Closely related to the human behavior school and often confused or intertwined with it is one which might be labeled the social system school. This includes those researchers who look upon management as a social system, that is, a system of cultural interrelationships. Sometimes, as in the case of March and Simon, the system is limited to formal organizations, using the term ""organization"" as equivalent to enterprise, rather than the authority-activity concept used most often in management. In other cases, the approach is not to distinguish the formal organization, but rather to encompass any kind of system of human relationships.”
— Harold Koontz

“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

“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

“Organization charts are subject to important limitations. A chart shows only formal authority relationships and omits the many significant informal and informational relationships.”
— Harold Koontz

“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

“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

“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