Modified Koontz Model For Analysing Comparative Management

 This model encompasses two broad categories of enterprise activities managerial and non-managerial. Either or both can be the casual factors-at least to some degree-for enterprise excellence. Also, non-managerial activities will be affected by the relevant underlying science or knowledge, just as managerial activities will be affected by the underlying management science. Both types of activities will be affected by the availability of human and material resources and by the constraints and influences of the external environment, whether these are educational. political and legal, economic, technological. socio-cultural or ethical.

Koontz model is more complex than the ones used by previous researchers in the field of comparative management. It is. however. believed to be far more accurate and realistic. This model, rather than viewing factors in the environment simply as 'constraint-a term that has negative connotation-considers them as environmental factors, be they either constraints or opportunities. For example, in the economic category of factor endowments. a country may be short on natural resources but rich in capital. Likewise, some laws of country may be restrictive for conducting business, but others may be favorably. Thus environmental restraints could become opportunities in certain situations. In fact managers need to adopt a global perspective in leading their enterprises. This requires an understanding of managerial practices in various countries. The Koontz model of comparative management helps identify the factors that contribute to managerial and organizational excellence.