Drucker chapter 1
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The document discusses questions about management thinker Peter Drucker and key concepts from his work. It provides biographical details about Drucker, noting he was born in Austria and earned his doctorate in Germany. Drucker is credited with coining the term "knowledge worker" and made important contributions through his consulting work and writings. He advocated that an organization's most important assets are its people and customers. The document also poses discussion questions about what makes an organization successful and definitions of management.
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Drucker chapter 1
Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a consultant for many major corporations and received numerous honors for his influential writings on management theory. He viewed management as a profession that involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals for an organization.
Drucker chapter 1
Peter Drucker was an influential management thinker born in Austria in 1909. He coined the term "knowledge worker" and believed that people are an organization's most valuable asset and that there is no business without customers. Drucker consulted for many major corporations and was honored with awards like the Presidential Medal of Freedom for his contributions to management theory and practice.
Drucker chapter 1
Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a management consultant for major corporations. He received numerous honors for his contributions to management theory, including the Presidential Medal of Freedom. Successful organizations are defined by customer satisfaction, loyalty, profitability, market share, brand recognition, and perceived value. Management involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals. The evolution of management in the US has been driven by wars, the industrial revolution, technology, and the rise of knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker, considered the "Godfather of Management". It provides questions about Drucker's background, career and philosophies. Specifically, it asks about the term he coined, his views on management, where he was born and earned his doctorate. It also asks opinion questions about what organizations are successful and why, how management has evolved in the US, and key aspects of Drucker's management philosophies including considering people the most important asset and the customer-oriented nature of business.
Drucker chapter 1
The document discusses Peter Drucker, a renowned management thinker. It provides questions about Drucker's career, ideas, and influences. Specifically, it asks about terms Drucker coined, his legacy, background, education, consulting work, honors, and beliefs about management. It also includes discussion questions about successful organizations, the definition and evolution of management, and key aspects of Drucker's philosophy.
PETER DRUCKER
The management guru,The man who revolutionized management to a production oriented platform, had discussed strategies that outshines among many well known industrialist today.There are whole lot of things that can be learned form this man to develop an organization culture that strives to generate profit efficiently and effectively.
Peter F Drucker and His Contribution in Management
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
Peter drucker
Peter Ferdinand Drucker was an influential author and professor known as "The Father of Modern Management." He was born in Austria and became a U.S. citizen in 1943. Drucker made significant contributions in the fields of management, marketing, and economics. He emphasized management by objectives, organizational structure and functions, and conceptualized knowledge workers and the importance of treating workers as assets. Drucker authored 39 books and countless articles, influencing generations of business leaders and managers.
Recommended
Drucker chapter 1
Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a consultant for many major corporations and received numerous honors for his influential writings on management theory. He viewed management as a profession that involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals for an organization.
Drucker chapter 1
Peter Drucker was an influential management thinker born in Austria in 1909. He coined the term "knowledge worker" and believed that people are an organization's most valuable asset and that there is no business without customers. Drucker consulted for many major corporations and was honored with awards like the Presidential Medal of Freedom for his contributions to management theory and practice.
Drucker chapter 1
Peter Drucker is considered the father of modern management. He coined the term "knowledge worker" and believed that people and customers are an organization's most valuable assets. Drucker worked as a management consultant for major corporations. He received numerous honors for his contributions to management theory, including the Presidential Medal of Freedom. Successful organizations are defined by customer satisfaction, loyalty, profitability, market share, brand recognition, and perceived value. Management involves planning, organizing, staffing, leading, controlling, and motivating people to accomplish goals. The evolution of management in the US has been driven by wars, the industrial revolution, technology, and the rise of knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker, considered the "Godfather of Management". It provides questions about Drucker's background, career and philosophies. Specifically, it asks about the term he coined, his views on management, where he was born and earned his doctorate. It also asks opinion questions about what organizations are successful and why, how management has evolved in the US, and key aspects of Drucker's management philosophies including considering people the most important asset and the customer-oriented nature of business.
Drucker chapter 1
The document discusses Peter Drucker, a renowned management thinker. It provides questions about Drucker's career, ideas, and influences. Specifically, it asks about terms Drucker coined, his legacy, background, education, consulting work, honors, and beliefs about management. It also includes discussion questions about successful organizations, the definition and evolution of management, and key aspects of Drucker's philosophy.
PETER DRUCKER
The management guru,The man who revolutionized management to a production oriented platform, had discussed strategies that outshines among many well known industrialist today.There are whole lot of things that can be learned form this man to develop an organization culture that strives to generate profit efficiently and effectively.
Peter F Drucker and His Contribution in Management
In this power point presentation, I try to collect all the main and important contribution made by Peter F Drucker and also gives the name of some of his publications etc.
Peter drucker
Peter Ferdinand Drucker was an influential author and professor known as "The Father of Modern Management." He was born in Austria and became a U.S. citizen in 1943. Drucker made significant contributions in the fields of management, marketing, and economics. He emphasized management by objectives, organizational structure and functions, and conceptualized knowledge workers and the importance of treating workers as assets. Drucker authored 39 books and countless articles, influencing generations of business leaders and managers.
Chapter 2
The document contains discussion questions about marketing management concepts including the three components of the marketing management process (planning, implementation, controlling), the definition of a target market, and the four P's of the marketing mix. It also asks about opportunities for market penetration, market development, product development, and diversification.
Chapter 15
The document discusses chapter 15 discussion questions about types of sport facilities, their capacities, positions within event management, and other topics related to sport facility management. It provides the capacities of the largest stadiums in the United States and world. It also outlines the responsibilities of key positions like the facility director, operations manager, and event coordinator. Finally, it defines terms like festival seating and how the Americans with Disabilities Act has impacted sport facility design.
Chapter 12
This document contains discussion questions about retailing and wholesaling. It defines key terms like retailing, limited-line stores, department stores, mass merchandising, supercenters, and wholesaling. It provides statistics like consumers spending over $4.5 trillion annually at US retailers and 56% of US retailers having annual sales under $1 million.
Entrepreneurship Chap 13
This chapter discusses strategies for growth and managing the implications of growth. It identifies four main growth strategies: penetration strategy, market development strategy, product development strategy, and diversification strategy. It also discusses some of the pressures firm face during periods of growth, such as pressures on financial resources, human resources, and the entrepreneur's time. It provides recommendations for overcoming these pressures, including improving financial control, adopting participative management styles, and practicing effective time management.
Entrepreneurship hisrich chapter 1
The document discusses entrepreneurship and provides definitions and concepts related to entrepreneurship. It defines entrepreneurship as creating something new of value by devoting time and effort while accepting risks and rewards. An entrepreneur is an individual who actively forms or leads their own business. The key stages of entrepreneurship are identifying opportunities, developing a business plan, acquiring resources, and managing the new venture. The document also outlines benefits like independence and potential for high profits but also drawbacks such as uncertainty, risk of losing investments, long hours, and stress.
Entrepreneurship Chap 8
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and establishing goals and objectives. The key components of a marketing strategy - product, price, distribution, and promotion - are examined. The document outlines the steps to take in preparing the marketing plan, from defining the business situation to monitoring progress. The overall purpose is to provide entrepreneurs with a framework to create a written marketing strategy to achieve their business objectives.
Innovation and entrepreneurship
1. The document discusses key strategic choices and dilemmas around innovation and entrepreneurship, including whether to focus on technology vs. markets, products vs. processes, and open vs. closed innovation.
2. It also covers the diffusion of innovations through an S-curve, and when being a first-mover or follower is more advantageous. Managers must also consider how to respond to disruptive innovations.
3. Entrepreneurs face challenges as their businesses progress from start-up to maturity, and social entrepreneurs address social problems through flexible missions, forms, and models.
Innovation And Entrepreneurship
This book discusses the practice of innovation and entrepreneurship. It outlines 7 sources of innovative opportunities and provides strategies for entrepreneurship, including being first to market or finding a specialized niche. The book argues that systematic innovation requires purposefully searching for changes and analyzing new opportunities, and that entrepreneurship is the institution that drives innovation.
Entrepreneurship And Innovation
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
Drucker chapter 1
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses can adapt in the 21st century.
Drucker chapter 1
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses operate in a modular "Lego world" in the 21st century.
Drucker chapter 1
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses operate in a modular "Lego world" in the 21st century.
Drucker chapter 1
Peter Drucker is considered the "Godfather of Management" for coining terms like "knowledge worker" and "management by objectives". His main belief was that people are an organization's most valuable asset and that there is no business without customers. He defined management as "the act of getting people together to accomplish desired goals" through planning, organizing, staffing, leading, controlling, and motivating. Successful organizations focus on customer satisfaction, loyalty, profitability, market share, and brand recognition.
Drucker chapter 1
This document discusses questions related to an article on management thinker Peter Drucker. It provides background on Drucker's career consulting major corporations, coining the term "knowledge worker", and receiving numerous honors including the Presidential Medal of Freedom. The document also discusses questions about what makes an organization successful, how management has evolved in the US, and key aspects of the "Silent Revolution" that changed the 21st century business environment.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
1) Drucker is credited with coining the term "management" as a discipline.
2) His true legacy was establishing management as a distinct and critical function for organizations.
3) He was born in Austria and earned his doctorate in Austria before moving to the US.
The document then shifts to discussing what makes an organization successful, defining management, and how management has evolved in the US due to events like wars, the Industrial Revolution, and rise of technology and knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
- Drucker is credited with coining the term "management" as a discipline.
- He viewed people as an organization's most valuable asset and that there is no business without customers.
- The document then discusses what makes an organization successful, such as customer satisfaction, profitability, market share, and brand recognition. It also summarizes Drucker's perspective that management is about getting the best from people.
Drucker chapter 1
Peter Drucker is considered the "Godfather of Management" for coining terms like "knowledge worker." He believed people are an organization's most valuable asset and that there is no business without customers. Drucker identified six functions of management including planning, organizing, staffing, leading, controlling, and motivating. The evolution of management in the US has been influenced by wars, technology, the Industrial Revolution, and the rise of knowledge workers. In the late 1990s, a "Silent Revolution" changed the business environment across five fronts including the flow of information, global reach, demographics, empowered customers, and dissolving industry walls.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes Drucker's views on what makes an organization successful and the six main functions of management. The document then discusses how management in the US has evolved due to events like wars, technology changes, and the rise of knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes Drucker's views on what makes an organization successful, the evolution of management in the US, and the impacts of the "Silent Revolution" on business trends.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes some of Drucker's views on what makes an organization successful and discusses how management has evolved in the US due to various economic and technological changes.
Peter Drucker
Peter Drucker is known as the father of modern management. He introduced many important concepts to management theory and practice, such as knowledge workers, management by objectives, and viewing workers as resources rather than costs. Some of his key contributions include emphasizing results over activities, shifting management's focus to productivity and accountability, and predicting technological and societal changes from industrial to post-industrial societies. Drucker received many honors for his influential work, including the Presidential Medal of Freedom.
Art CreditDRUCKERTODAY16268 Nov09 Kant.docx
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DRUCKER
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16268 Nov09 Kanter.indd 6416268 Nov09 Kanter.indd 64 10/2/09 12:48:49 PM10/2/09 12:48:49 PM
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hbr.org | November 2009 | Harvard Business Review 65
J
o
h
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L
a
n
g
The continuing relevance of the Drucker
perspective | by Rosabeth Moss Kanter
HEEDING THE WISDOM of Peter Drucker might have helped us
avoid – and will help us solve – numerous challenges plaguing
communities around the world: restoring trust in business
in the wake of accounting scandals and the global fi nancial
crisis; attracting and motivating the best talent without cre-
ating crippling fi nancial commitments; addressing societal
problems such as climate change, health care, and public
education; dealing with trouble spots in central Asia and the
Middle East.
If Peter Drucker were here today, what would he have to
say about such pressing matters? His fi rst comment might be
“I told you so” – and he would have every right to say that. In
remarkably prescient writings, he pointed to important trends
and looming disasters. He took a broad look at the context
surrounding organizations, noting jarring events he called dis-
continuities. Next, since the signs of diffi culties ahead were
there all along, he might follow up by telling us, “Look at the
underlying systems.” Drucker rarely named or blamed indi-
viduals; he saw root causes in the design of organizations – in
their structures, processes, norms, and routines. He would re-
mind us that it is the responsibility of executives to challenge
that design while being mindful of their companies’ ultimate
purpose. Then he might fi nish by asking leaders a few provoca-
tive questions: “What is your mission? What should you stop
WHAT
WOULD
PETER
SAY
16268 Nov09 Kanter.indd 6516268 Nov09 Kanter.indd 65 10/2/09 12:49:01 PM10/2/09 12:49:01 PM
66 Harvard Business Review | November 2009 | hbr.org
What Would Peter Say?DRUCKER
TODAY
doing? Where has the drive for short-term effi cien-
cies undermined long-term eff ectiveness? What
should be your objectives and guiding principles?”
My credentials for channeling Peter Drucker
stem from early in my career – the fi rst time I
spoke on a panel with him, more than 25 years ago
in Brussels. They extend beyond his death to the
Drucker fi ngerprints I found in my multinational
research for my latest book, SuperCorp. Managers
everywhere, especially in Asia, described Drucker
encounters as pivotal in making their enterprises
well run and helping their countries develop.
Drucker’s Early Warnings
In the process of identifying the tasks of managers,
Drucker laid out their responsibilities in guiding
organizations to endure in a world of change. Here
are some of the critical issues he anticipated.
The bonus brouhaha. Drucker would not have
been surprised that incentives to take excessive
risks contributed to the recent global fi nancial
meltdown. Back in the mid-1980s, he warned about
a.
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Chapter 15
The document discusses chapter 15 discussion questions about types of sport facilities, their capacities, positions within event management, and other topics related to sport facility management. It provides the capacities of the largest stadiums in the United States and world. It also outlines the responsibilities of key positions like the facility director, operations manager, and event coordinator. Finally, it defines terms like festival seating and how the Americans with Disabilities Act has impacted sport facility design.
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This document contains discussion questions about retailing and wholesaling. It defines key terms like retailing, limited-line stores, department stores, mass merchandising, supercenters, and wholesaling. It provides statistics like consumers spending over $4.5 trillion annually at US retailers and 56% of US retailers having annual sales under $1 million.
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This chapter discusses strategies for growth and managing the implications of growth. It identifies four main growth strategies: penetration strategy, market development strategy, product development strategy, and diversification strategy. It also discusses some of the pressures firm face during periods of growth, such as pressures on financial resources, human resources, and the entrepreneur's time. It provides recommendations for overcoming these pressures, including improving financial control, adopting participative management styles, and practicing effective time management.
Entrepreneurship hisrich chapter 1
The document discusses entrepreneurship and provides definitions and concepts related to entrepreneurship. It defines entrepreneurship as creating something new of value by devoting time and effort while accepting risks and rewards. An entrepreneur is an individual who actively forms or leads their own business. The key stages of entrepreneurship are identifying opportunities, developing a business plan, acquiring resources, and managing the new venture. The document also outlines benefits like independence and potential for high profits but also drawbacks such as uncertainty, risk of losing investments, long hours, and stress.
Entrepreneurship Chap 8
This document provides guidance on developing a marketing plan for a new venture. It discusses conducting an industry and competitor analysis to understand the business environment. It also covers defining the target market and establishing goals and objectives. The key components of a marketing strategy - product, price, distribution, and promotion - are examined. The document outlines the steps to take in preparing the marketing plan, from defining the business situation to monitoring progress. The overall purpose is to provide entrepreneurs with a framework to create a written marketing strategy to achieve their business objectives.
Innovation and entrepreneurship
1. The document discusses key strategic choices and dilemmas around innovation and entrepreneurship, including whether to focus on technology vs. markets, products vs. processes, and open vs. closed innovation.
2. It also covers the diffusion of innovations through an S-curve, and when being a first-mover or follower is more advantageous. Managers must also consider how to respond to disruptive innovations.
3. Entrepreneurs face challenges as their businesses progress from start-up to maturity, and social entrepreneurs address social problems through flexible missions, forms, and models.
Innovation And Entrepreneurship
This book discusses the practice of innovation and entrepreneurship. It outlines 7 sources of innovative opportunities and provides strategies for entrepreneurship, including being first to market or finding a specialized niche. The book argues that systematic innovation requires purposefully searching for changes and analyzing new opportunities, and that entrepreneurship is the institution that drives innovation.
Entrepreneurship And Innovation
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
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Similar to Drucker chapter 1
Drucker chapter 1
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses can adapt in the 21st century.
Drucker chapter 1
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses operate in a modular "Lego world" in the 21st century.
Drucker chapter 1
The document discusses questions about management expert Peter Drucker and Chapter 1 of an unknown work. It asks about key terms Drucker coined, his legacy, background, education, consulting work, and awards. For Chapter 1, it asks about defining management and factors influencing its evolution. It also asks about the "Silent Revolution," successful organizations, Home Depot's logistics strategy, and how businesses operate in a modular "Lego world" in the 21st century.
Drucker chapter 1
Peter Drucker is considered the "Godfather of Management" for coining terms like "knowledge worker" and "management by objectives". His main belief was that people are an organization's most valuable asset and that there is no business without customers. He defined management as "the act of getting people together to accomplish desired goals" through planning, organizing, staffing, leading, controlling, and motivating. Successful organizations focus on customer satisfaction, loyalty, profitability, market share, and brand recognition.
Drucker chapter 1
This document discusses questions related to an article on management thinker Peter Drucker. It provides background on Drucker's career consulting major corporations, coining the term "knowledge worker", and receiving numerous honors including the Presidential Medal of Freedom. The document also discusses questions about what makes an organization successful, how management has evolved in the US, and key aspects of the "Silent Revolution" that changed the 21st century business environment.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
1) Drucker is credited with coining the term "management" as a discipline.
2) His true legacy was establishing management as a distinct and critical function for organizations.
3) He was born in Austria and earned his doctorate in Austria before moving to the US.
The document then shifts to discussing what makes an organization successful, defining management, and how management has evolved in the US due to events like wars, the Industrial Revolution, and rise of technology and knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work on management. It begins by listing questions about Drucker's background, contributions, and views. Specifically:
- Drucker is credited with coining the term "management" as a discipline.
- He viewed people as an organization's most valuable asset and that there is no business without customers.
- The document then discusses what makes an organization successful, such as customer satisfaction, profitability, market share, and brand recognition. It also summarizes Drucker's perspective that management is about getting the best from people.
Drucker chapter 1
Peter Drucker is considered the "Godfather of Management" for coining terms like "knowledge worker." He believed people are an organization's most valuable asset and that there is no business without customers. Drucker identified six functions of management including planning, organizing, staffing, leading, controlling, and motivating. The evolution of management in the US has been influenced by wars, technology, the Industrial Revolution, and the rise of knowledge workers. In the late 1990s, a "Silent Revolution" changed the business environment across five fronts including the flow of information, global reach, demographics, empowered customers, and dissolving industry walls.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes Drucker's views on what makes an organization successful and the six main functions of management. The document then discusses how management in the US has evolved due to events like wars, technology changes, and the rise of knowledge workers.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes Drucker's views on what makes an organization successful, the evolution of management in the US, and the impacts of the "Silent Revolution" on business trends.
Drucker chapter 1
The document discusses Peter Drucker and key concepts from his work. It asks questions about Drucker's background and contributions, including coining the term "management" as a profession. It also summarizes some of Drucker's views on what makes an organization successful and discusses how management has evolved in the US due to various economic and technological changes.
Peter Drucker
Peter Drucker is known as the father of modern management. He introduced many important concepts to management theory and practice, such as knowledge workers, management by objectives, and viewing workers as resources rather than costs. Some of his key contributions include emphasizing results over activities, shifting management's focus to productivity and accountability, and predicting technological and societal changes from industrial to post-industrial societies. Drucker received many honors for his influential work, including the Presidential Medal of Freedom.
Art CreditDRUCKERTODAY16268 Nov09 Kant.docx
A
rt
C
re
d
it
DRUCKER
TODAY
16268 Nov09 Kanter.indd 6416268 Nov09 Kanter.indd 64 10/2/09 12:48:49 PM10/2/09 12:48:49 PM
?
hbr.org | November 2009 | Harvard Business Review 65
J
o
h
n
L
a
n
g
The continuing relevance of the Drucker
perspective | by Rosabeth Moss Kanter
HEEDING THE WISDOM of Peter Drucker might have helped us
avoid – and will help us solve – numerous challenges plaguing
communities around the world: restoring trust in business
in the wake of accounting scandals and the global fi nancial
crisis; attracting and motivating the best talent without cre-
ating crippling fi nancial commitments; addressing societal
problems such as climate change, health care, and public
education; dealing with trouble spots in central Asia and the
Middle East.
If Peter Drucker were here today, what would he have to
say about such pressing matters? His fi rst comment might be
“I told you so” – and he would have every right to say that. In
remarkably prescient writings, he pointed to important trends
and looming disasters. He took a broad look at the context
surrounding organizations, noting jarring events he called dis-
continuities. Next, since the signs of diffi culties ahead were
there all along, he might follow up by telling us, “Look at the
underlying systems.” Drucker rarely named or blamed indi-
viduals; he saw root causes in the design of organizations – in
their structures, processes, norms, and routines. He would re-
mind us that it is the responsibility of executives to challenge
that design while being mindful of their companies’ ultimate
purpose. Then he might fi nish by asking leaders a few provoca-
tive questions: “What is your mission? What should you stop
WHAT
WOULD
PETER
SAY
16268 Nov09 Kanter.indd 6516268 Nov09 Kanter.indd 65 10/2/09 12:49:01 PM10/2/09 12:49:01 PM
66 Harvard Business Review | November 2009 | hbr.org
What Would Peter Say?DRUCKER
TODAY
doing? Where has the drive for short-term effi cien-
cies undermined long-term eff ectiveness? What
should be your objectives and guiding principles?”
My credentials for channeling Peter Drucker
stem from early in my career – the fi rst time I
spoke on a panel with him, more than 25 years ago
in Brussels. They extend beyond his death to the
Drucker fi ngerprints I found in my multinational
research for my latest book, SuperCorp. Managers
everywhere, especially in Asia, described Drucker
encounters as pivotal in making their enterprises
well run and helping their countries develop.
Drucker’s Early Warnings
In the process of identifying the tasks of managers,
Drucker laid out their responsibilities in guiding
organizations to endure in a world of change. Here
are some of the critical issues he anticipated.
The bonus brouhaha. Drucker would not have
been surprised that incentives to take excessive
risks contributed to the recent global fi nancial
meltdown. Back in the mid-1980s, he warned about
a.
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This document discusses the evolution of concepts of innovation and entrepreneurship from Peter Drucker's ideas in the 1980s to present day. It provides context on Drucker's view that innovation and entrepreneurship could be practiced systematically within large corporations. However, the entrepreneurial spirit was difficult for corporations to sustain, leading many innovators to start their own ventures. New perspectives have emerged, such as "indigenous innovation" driven by social learning within organizations and "disruptive innovation" that improves products in unexpected ways. Accidental discoveries have also led to important innovations, challenging Drucker's view that innovation must be planned. Entrepreneurship is no longer just starting small businesses, but looking for change within corporations, with those
Jurnal 1
This document discusses the evolution of innovation and entrepreneurship from Peter Drucker's theories in the 1980s to present-day practices in a global economy. It outlines Drucker's view that innovation and entrepreneurship could be systematically practiced and controlled in large corporations. However, the bureaucratic structure of corporations was not conducive to sustaining an entrepreneurial spirit. New models of innovation have since emerged, such as "indigenous innovation" driven by social learning within organizations and "disruptive innovation" that improves products in unexpected ways. Accidental discoveries have also led to important innovations, challenging the notion that innovation can always be planned systematically. Entrepreneurship is no longer solely based on purposeful information gathering but is often
Peter drucker
Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
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Book Review The Definitive Drucker by E H Edersheim
Book Review The Definitive Drucker by E H Edersheim
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Drucker chapter 1
- 1. PETER DRUCKER ARTICLE DISCUSSION QUESTIONS 1) What term is Drucker credited with coining? 2)What is Drucker's true legacy? 3) Where was Drucker born? 4) Where did Drucker earn his doctorate? 5) What corporation did Drucker spend 2 year studying in the 1940's? 6) What university's management school was named in Drucker's honor in 1987? 7) What view is central to Drucker's philosophy? 8) What was Drucker awarded in July 2002? CHAPTER 1 DISCUSSION QUESTIONS 1) In your opinion, what organization is successful? In your opinion, what makes the organization successful? 2) In your own words (do not look in a dictionary), define "management.“ 3) In your opinion, what has caused management to evolve in the US? 4) What is the Silent Revolution? 5) Summarize what happened during each of the 5 fronts of the Silent Revolution. 6) What are the 3 fastest-growing consumer purchases today? 7) Home Depot passed all its logistics issues off to what company? 8) What innovative group in northern California is trying to find a cure for multiple sclerosis? 9) In Druker's opinion, how did the Americans win the Gulf War in 1991? In his opinion, how will the war on terrorism be won? 10) What does the author mean when she states, "in the 21st century, businesses exist in a Lego world?"
- 2. PETER DRUCKER “THE GODFATHER OF MANAGEMENT” (NOVEMBER 19, 1909 – NOVEMBER 11, 2005) -ONE OF THE BEST-KNOWN & MOST WIDELY INFLUENTIAL THINKERS & WRITERS ON THE SUBJECT OF MANAGEMENT THEORY & PRACTICE -MAIN BELIEFS ABOUT MANAGEMENT: 1)PEOPLE ARE AN ORGANIZATION’S MOST VALUABLE ASSET 2)THERE IS NO BUSINESS WITHOUT A CUSTOMER -COINED THE TERM “KNOWLEDGE WORKER” IN 1959 -A WORKER WHOSE MAIN CAPITAL IS KNOWLEDGE (TEACHER, LAWYER, DOCTOR, ETC.)
- 3. DRUCKER’S CONSULTING CAREER -DRUCKER WORKED WITH MANY MAJOR CORPORATIONS & BUSINESS LEADERS
- 4. DRUCKER’S AWARDS & HONORS -AWARDED NEW YORK UNIVERSITY’S HIGHEST HONOR, ITS PRESIDENTIAL CITATION IN 1969 -INDUCTED INTO THE US BUSINESS HALL OF FAME IN 1996 -AWARDED PRESIDENTIAL MEDAL OF FREEDOM BY GEORGE W. BUSH ON JULY 9, 2002 -HIS BOOK “THE PRACTICE OF MANAGEMENT” WAS VOTED THE 3RD MOST INFLUENTIAL MANAGEMENT BOOK OF THE 20TH CENTURY -RECEIVED 25 HONORARY DOCTORATE DEGREES FROM UNIVERSITIES
- 5. IN YOUR OPINION, WHAT ORGANIZATIONS* ARE SUCCESSFUL? WHY? *FOR OUR DISCUSSIONS OF DRUCKER WE WILL USE THE TERM ORGANIZATION, NOT BUSINESS ORGANIZATION: A GROUP OF PERSONS ORGANIZED FOR SOME END OR WORK WHAT MAKES AN ORGANIZATION SUCCESSFUL?
- 9. 3) PROFITABILITY TOP 3 MOST PROFITABLE COMPANIES IN 2011 1: $41.6 BILLION 2: $26.9 BILLION 3: $25.9 BILLION
- 10. 4) MARKET SHARE WHAT COMPANY IS THE WHAT COMPANY IS THE LEADER IN MARKET LEADER IN MARKET SHARE IN THE FAST- SHARE IN THE BEER FOOD INDUSTRY? INDUSTRY? 13% 25%
- 12. WORLD’S MOST POWERFUL BRANDS 2012 5 4 3 2 1