The document discusses Peter Drucker's ideas about management and how Alcoa implemented them. It provides discussion questions about Drucker's view that management is about making people capable of joint performance and leveraging their strengths. It also summarizes how Alcoa focused on employee safety, respect, and contribution to achieve financial success, lowering their lost workday rate and increasing productivity and quality.

1. CHAPTER 5 DISCUSSION QUESTIONS
1) Fill in the blanks from the Drucker quote at the beginning of page 157. "Management is about _________. Its task is to make
people capable of ___________, to make their strengths _____________ and their weaknesses ________________.
2) What 3 questions should everyone in an organization be able to answer "yes" to?
3) How did Alcoa put Drucker's ideas about putting people (employees) first into practice?
4) Between 1987 & 2000:
A) Alcoa's lost workday rate fell from 1.87 to how many days per 100 workers?
B) Productivity went up by a factor of what?
C) Quality issues fell by a factor of what?
5) By the end of 2000, Alcoa increased market value by what %?
6) In 2005 Alcoa's lost work-day rate was down to what?
7) What term did Drucker coin in the late 1950's?
8) What did Drucker use the above term to mean?
9) What is the difference between efficiency & effectiveness?
10) Today, knowledge & service workers together constitute just over what % of the US workforce?
11) What is Whole Foods method for successfully finding the right people?
12) Fill in the blank. "A mission statement should fit on your ___________________."
13) What is FPU's mission statement?
14) What is the mission statement of your favorite organization?
15) Fill in the blanks. "Especially for knowledge workers, Drucker was a strong advocate for ________________ rather than
____________________.
16) There is no better motivation for working hard than what?
17) What did the PARC scientists refer to Xerox officials as?
18) Who is the world's largest producer of appliances?
19) What general category of people & knowledge strategies typically involves the highest investment in knowledge?
20) What general category of people & knowledge strategies has a smaller knowledge component in its offering?
21) What general category of people & knowledge strategies is all about low price?
22) What general category of people & knowledge strategies has a high knowledge content within its offerings & needs few
people to operate?

2. “MANAGEMENT IS ABOUT HUMAN BEINGS. ITS TASK IS TO
MAKE PEOPLE CAPABLE OF JOINT PERFORMANCE, TO MAKE
THEIR STRENGTHS EFFECTIVE & THEIR WEAKNESSES
IRRELEVANT.”

3. WHAT DO EMPLOYEES EXPECT FROM THEIR MANAGERS?
-EVERY PERSON IN AN ORGANIZATION SHOULD BE ABLE TO
ANSWER YES TO 3 QUESTIONS:
1) ARE YOU TREATED EVERY DAY WITH DIGNITY & RESPECT
BY EVERYONE YOU ENCOUNTER?
2) ARE YOU GIVEN THE THINGS THAT YOU NEED (EDUCATION,
TRAINING, ENCOURAGEMENT, SUPPORT) SO THAT YOU
CAN MAKE A CONTRIBUTION?
3) DO PEOPLE NOTICE THAT YOU DID IT?

4. HOW DID ALCOA PUT DRUCKER’S IDEAS ABOUT “PUTTING PEOPLE
FIRST” INTO PRACTICE?
-MADE A CONNECTION BETWEEN HUMAN VALUES, EMPLOYEE
SAFETY, & FINANCIAL SUCCESS.
-SOUGHT OUT TO BE THE FIRST 100% INJURY FREE WORK PLACE.