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    Introduction: The Origin and Purpose of The Essential Drucker

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    This document provides an overview of Peter Drucker's works on management in three sections: The Essential Drucker, The Individual, and Society. It discusses Drucker's view that management is a social function and liberal art. It also summarizes some of his key principles of effective management, including having a clear mission and objectives, developing workers, and having social responsibilities. The document outlines several of Drucker's books and ideas around topics like non-profits, social impacts, entrepreneurship, and the transition to a knowledge society.

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    Introduction: The Origin and Purpose of The Essential Drucker

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    68 views8 pages
    This document provides an overview of Peter Drucker's works on management in three sections: The Essential Drucker, The Individual, and Society. It discusses Drucker's view that management is a social function and liberal art. It also summarizes some of his key principles of effective management, including having a clear mission and objectives, developing workers, and having social responsibilities. The document outlines several of Drucker's books and ideas around topics like non-profits, social impacts, entrepreneurship, and the transition to a knowledge society.

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    This document provides an overview of Peter Drucker's works on management in three sections: The Essential Drucker, The Individual, and Society. It discusses Drucker's view that management is a social function and liberal art. It also summarizes some of his key principles of effective management, including having a clear mission and objectives, developing workers, and having social responsibilities. The document outlines several of Drucker's books and ideas around topics like non-profits, social impacts, entrepreneurship, and the transition to a knowledge society.

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    © All Rights Reserved
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    Download as pdf or txt
    68 views8 pages

    Introduction: The Origin and Purpose of The Essential Drucker

    Uploaded by

    ud
    This document provides an overview of Peter Drucker's works on management in three sections: The Essential Drucker, The Individual, and Society. It discusses Drucker's view that management is a social function and liberal art. It also summarizes some of his key principles of effective management, including having a clear mission and objectives, developing workers, and having social responsibilities. The document outlines several of Drucker's books and ideas around topics like non-profits, social impacts, entrepreneurship, and the transition to a knowledge society.

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    Topic Action?

    The Essential Drucker


    Introduction: The Origin and Purpose of The
    Essential Drucker
    Purposes
    Coherent and fairly comprehensive Introduction to
    Management
    Overview of works on management
    Where do I start to read Drucker?
    Which of his writings are essential?
    Atsuo Ueda (Japanese friend, translator, editor)
    Three volumes Japan, Taiwan, China, Korea,
    Argentina, Mexico, and Brazil
    Cass Canfield
    Western audience
    Growing number of people who, while not
    themselves executives, have come to see
    management as an area of public interest
    An increasing number of students in colleges and
    universities, while not necessarily management
    students, see understanding of management as
    part of a general education
    A large and rapidly growing number of mid-career
    managers and professionals who are flocking to
    advanced-executive programs, both in universities
    and their employing organizations
    Sources (original publications)
    Omits 5 important books:
    MANAGEMENT
    Management as Social Function and Liberal Art
    The origins and development of management
    Management and entrepreneurship
    The accountability of management
    What is management?
    More than MBA tools
    Essential principles
    Human beings, joint performance, strengths
    effective, weaknesses irrelevant--purpose of
    organization
    Embedded in culture. Culture used as a
    management building block
    Topic Action?
    Commitment to common goals and shared
    values. Simple, clear, and unifying objectives.
    Management’s first job: think through, set,
    exemplify
    Individual growth and development. Teaching,
    learning, development that never stops
    Communication and individual responsibility
    Measurements of management and enterprise
    performance. Performance built into enterprise
    and its management. Continually improved
    Results exist only on the outside
    Management as a liberal art
    Technology: action and application. Test is results
    Humanity: People, their values, their growth and
    development. Impact on social structure and
    community. Deeply involved in moral concerns--
    nature of man, good, and evil
    Liberal art:
    Liberal: fundamentals of knowledge, self-
    knowledge, wisdom, and leadership
    Art: Practice and application. Focus on
    effectiveness and results
    The Dimensions of Management
    Mission
    Worker achievement
    Social responsibilities
    The Purpose and Objectives of a Business
    The purpose of a business
    What should our business be
    Objectives, strategies, resource concentration, work
    Marketing objectives
    Innovation objective
    Resource objectives
    Productivity objectives
    The social responsibilities objectives
    Profit as a need and a limitation
    What the Nonprofits Are Teaching Business
    A commitment to management
    Effective use of the board
    To offer meaningful achievement
    Training, training, training
    Topic Action?
    A warning to business
    Social Impacts and Social Problems
    Responsibility for impacts
    How to deal with impacts
    Social problems as business opportunities
    The limits of social responsibility
    The limits of authority
    The ethics of responsibility
    Not knowingly to do harm
    Executive compensation
    Benefit plans (golden fetters)
    Profit rhetoric
    Management's New Paradigms
    Management is the specific and distinguishing organ
    of any and all organization
    Management needs to learn to look for, to develop,
    to test the organization that fits the task
    One does not manage people. The task is to lead
    people. The goal is to make productive the specific
    strengths and knowledge of each individual
    Neither technology nor end use is a foundation for
    management policy. The foundation have to be
    customer values and customer decisions on the
    distribution of their disposable income. It is with
    those that management policy and management
    strategy increasingly will have to start
    Management’s scope is operational and will have to
    embrace the entire process. It has to focus on
    results and performance across the entire economic
    chain around the globe
    Outside results
    Management’s concern and management’s
    responsibility are everything that affects the
    performance of the institution and its
    results–whether inside or outside, whether under the
    institutions control or totally beyond it
    The Information Executives Need Today
    From cost accounting to yield control
    From legal fiction to economic reality (the entire
    economic chain)
    Information for wealth creation
    Where the results are
    Topic Action?
    Management by Objectives and Self-Control
    Misdirection
    What should the objectives be?
    Management by “drives”
    How should objective be set and by whom?
    Self-control through measurements
    The proper use of reports and procedures
    A philosophy of management
    Picking People-The Basic Rules
    The basic principles
    The decision steps
    High risk decisions
    The Entrepreneurial Business
    Structures
    The don’ts
    The New Venture
    The need for market focus
    Financial foresight
    Building a top management team
    “Where can I contribute?”
    The need for outside advice
    Entrepreneurial Strategies
    Innovation introduction
    Being fustest with the mostest
    Creative imitation
    Entrepreneurial judo
    Ecological niche strategies
    The toll-gate strategy
    Specialty skill
    Specialty market
    Strategy as innovation
    Creating utility
    Pricing
    Adaptation to the customer’s social and economic
    reality
    Delivering what represent true value to the
    customer
    THE INDIVIDUAL
    Effectiveness Must Be Learned
    Why we need effectiveness
    Who is an executive?
    THE INDIVIDUAL
    Effectiveness Must Be Learned

    Topic Action?
    Executive realities
    External time demands
    Positive action vs. operating
    Within an organization
    Within an organization
    The promise of effectiveness
    Can effectiveness be learned?
    A complex of practices
    Focus on Contribution
    Own commitment
    Contribution of knowledges
    The right human relations
    Communications
    Teamwork
    Self-development
    Development of others
    Know Your Strengths and Values
    What are my strengths?
    How do I perform?
    What are my values?
    Know Your Time
    Effective Decisions
    Process/element
    Principle based decision needed
    Boundary conditions
    What is right
    Building in the action
    Feedback
    Thoughts
    Opinions rather than facts
    Develop disagreement
    Is a decision really necessary?
    Functioning Communications
    Communication is perception, expectation, and
    demand
    Downward and upward
    Management by objectives
    Leadership as Work
    Work, responsibility and trust earned
    Principles of Innovation
    Innovation as a practice
    Principles of Innovation
    Topic Action?
    The dos
    The don’ts
    Three conditions for a successful innovation
    The conservative innovator
    The Second Half of Your Life
    Three answers
    Revolution for the individuals
    Transformation of every society
    The Educated Person
    At the core of the knowledge society
    Knowledge society and society of organizations
    Technes and the educated person
    To make knowledges the path to knowledge
    SOCIETY
    A Century of Social Transformation—(From farmers
    and domestic servants to) Emergence of
    Knowledge Society
    Farmers and domestic servants
    The rise and fall of the blue-collar worker
    The rise of the knowledge worker
    The emerging knowledge society
    The employee society
    The social sector
    The new pluralism
    The Coming of Entrepreneurial Society
    Planning does not work
    Systematic abandonment
    A challenge for the individuals
    Citizenship through the Social Sector (includes the
    need for community)
    A “Third Sector”
    The need for community
    The volunteer as citizen
    From Analysis to Perception--The New Worldview
    ENIAC (1946) began an age in which information will
    be the organizing principle for work.
    Information is the basic principle of biological
    rather than of mechanical processes.
    Major impact on civilization. A new basic
    civilization came into being
    The social impacts of information
    Topic The social impacts of information Action?
    The impact of information technologies on the
    material civilizations, on goods and services, and
    businesses
    Sidebar: Impact of major changes
    Triggers an explosion of entrepreneurship
    We’re in the fourth surge
    The impact on the nation state and totalitarian
    regime
    Transformation of the twentieth-century city
    (impact of moving work to the worker)
    Form and function
    Question of right size for the task and for the
    ecology.
    Communication
    Whatever handles most effectively the
    information needed for the task and function
    The “skeleton” of the information-based
    organization will be the optimal information
    system
    From analysis to perception
    Information is analytical and conceptual
    Yet information is the organizing principle of
    every biological process (life is matter organized
    by information). Biological process is not
    analytical—deal with “wholes”
    In the biological universe perception is at the
    center. We hear “cat” not “C” “A” “T”
    Descartes: “I think therefore I am.” “I see
    therefore I am.”
    New realities are configurations and call for
    perception as much as analysis
    Dynamic disequilibrium of the new pluralisms
    Multitiered transnational economy and
    transnational ecology
    The new archetype of the “educated person”
    that is so badly needed
    The shift from a mechanical to a biological
    universe will eventually require a new
    philosophical synthesis
    Afterword: The Challenge Ahead
    TopicAfterword: The Challenge Ahead Action?
    the paradox of rapidly expanding economy and
    growing income inequality--the paradox that
    bedevils us now
    growing health care and education, possibly a
    shrinking market for goods and services
    center of power shifting to the consumer--free flow
    of information
    knowledge workers--expensive resource
    governments depending on managers and
    individuals

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