Modern enterprises depend on management to organize resources, direct employees, and ensure organizational success. While Henry Ford initially resisted management practices, preferring a command-and-control approach, Alfred Sloan of GM embraced management and led his company to surpass Ford. The discipline of management emerged in the late 19th century with large-scale enterprises and further developed in the 20th century. Managers play five key roles: setting objectives, organizing work, motivating employees, establishing targets, and developing people. Effective management is critical for organizational performance.
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.
Peter F. Drucker (1909-2005) was an influential thinker in management theory. He earned his doctorate in Germany and later moved to the US, teaching at NYU and Claremont Graduate University. Drucker made important contributions in areas like management by objectives, focusing on customers and innovation, and recognizing the rise of knowledge workers. He emphasized that businesses must create value for customers and should have a clear social purpose beyond profit. Drucker also studied non-profits and was a leader in recognizing the need for managing change. He developed theories on planned abandonment and exploiting windows of opportunity.
The document summarizes the evolution of management theories and practices over the past century. It describes the rise of scientific management under Frederick Taylor which aimed to improve efficiency. It then discusses the mid-20th century work of Peter Drucker which emphasized adapting to external forces and managing for results. The era of globalization is characterized by deregulation, technology advances, and a shift towards shareholder capitalism focused on profitability versus stakeholder interests. Recent decades have seen a focus on leadership, innovation, and harnessing employee creativity, though there remains no consensus on the best approaches to management.
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.
This document discusses seven traps that large, successful organizations can fall into as they grow: 1) Slow growth as organizations get bigger, 2) Holding onto old products for too long, 3) Success breeding complacency, 4) Shifting from generalization to specialization, 5) Prioritizing efficiency over creativity, 6) Focusing on rules rather than tasks, 7) Shifting from curiosity to complacency. It provides examples and sources for each trap and suggests that organizations must adapt to changes, question the status quo, and remain innovative in order to avoid stagnating.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
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.
Peter F. Drucker (1909-2005) was an influential thinker in management theory. He earned his doctorate in Germany and later moved to the US, teaching at NYU and Claremont Graduate University. Drucker made important contributions in areas like management by objectives, focusing on customers and innovation, and recognizing the rise of knowledge workers. He emphasized that businesses must create value for customers and should have a clear social purpose beyond profit. Drucker also studied non-profits and was a leader in recognizing the need for managing change. He developed theories on planned abandonment and exploiting windows of opportunity.
The document summarizes the evolution of management theories and practices over the past century. It describes the rise of scientific management under Frederick Taylor which aimed to improve efficiency. It then discusses the mid-20th century work of Peter Drucker which emphasized adapting to external forces and managing for results. The era of globalization is characterized by deregulation, technology advances, and a shift towards shareholder capitalism focused on profitability versus stakeholder interests. Recent decades have seen a focus on leadership, innovation, and harnessing employee creativity, though there remains no consensus on the best approaches to management.
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.
This document discusses seven traps that large, successful organizations can fall into as they grow: 1) Slow growth as organizations get bigger, 2) Holding onto old products for too long, 3) Success breeding complacency, 4) Shifting from generalization to specialization, 5) Prioritizing efficiency over creativity, 6) Focusing on rules rather than tasks, 7) Shifting from curiosity to complacency. It provides examples and sources for each trap and suggests that organizations must adapt to changes, question the status quo, and remain innovative in order to avoid stagnating.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
Niels Pflaeging - Agile Maine Day 2018 Keynote - Future of work, leadership a...agilemaine
The document discusses the future of work and how to create truly agile, high-performing organizations. It argues that organizations need to move from mechanistic, efficiency-oriented models to systemic, market-driven models where work is done outside-in and through decentralized, complexity-robust structures. The current industrial age model of dividing functions and centralizing control is outdated for the knowledge age. Organizations must start "working the work" rather than "working the people" by flipping their systems rather than blaming individuals. The radically decentralized "peach" model of organizing is a necessity, not an option, for organizations in every industry.
The document discusses an experiment conducted by a team at Roche to develop a new metric called the Net Manager Promoter Score (NMPS) to measure leadership. The NMPS is based on the well-known Net Promoter Score marketing metric, asking employees "Would you recommend your manager to others as a good boss to work for?". The goal is to use a simple, standardized question to promote continuous improvement in leadership and employee engagement across cultures. The global team conducting the experiment received support from senior sponsors to test whether the NMPS could provide a meaningful measure of an organization's leadership culture.
B2B Software & Services: Company presentation by Maya Azoulaya, Head of Business Development at hibob at the NOAH Conference 2019 in Tel Aviv, Hangar 11, 10-11 April 2019.
Integral Business Architecture by Robinson RoeRobinson Roe
This document introduces the concept of an Integral Business Architecture, which is a theory of a perfect organization based on mapping academic research on individual, cultural, and organizational development onto Ken Wilber's Integral model. The Integral Business Architecture is described as a framework to discuss theories and models in business.
The document provides background on business success stories and failures. Research has shown that decisions leading to company failures were often made when those companies were highly successful. Additionally, past success can lead to overconfidence and an inability to see risks.
The Integral Business Architecture is proposed as a way to review principles and steps for success outlined in various business books and models, by applying the lens of individual, cultural, and organizational development levels. This
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Dynamic and volatile environments require both, the ability to adapt and innovate rapidly and a certain amount of stability and structure. Is it possible to combine those two somehow contradicting characteristics?
Yes, it is, if both leadership culture and organizational structructures are transformed at least in parts of the company.
(keynote presentation DIEM 2017)
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...Niels Pflaeging
1) The document discusses how organizations will become more agile and decentralized as complexity increases.
2) It argues that traditional hierarchical and bureaucratic structures will give way to more networked and adaptive organizations, with fluid and dynamic relationships between parts.
3) Key aspects of the new model include self-organizing teams, an emphasis on results over process, and information sharing to enable coordination without central control.
The document outlines plans for the Enlightened Enterprise Movement, which aims to establish a "new normal" focused on sustainable widely shared prosperity through enlightened thinking and enterprise. Key plans include long-term inquiries on topics like theories of moral sentiment and economic prosperity. Forums and events will engage experts and disseminate ideas. Publishing and a university are also proposed to spread progressive thinking on achieving human well-being through enterprise in all sectors.
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Niels Pflaeging
1) The document discusses the need to transform entire organizations to achieve true agility, rather than making small changes, which are ineffective.
2) Real transformation takes months rather than years to shift from a mechanistic, centralized system to one that is decentralized, adaptive, and market-driven.
3) The key is to increase social density within the organization and "work the system", not coerce individuals, to bring about change through interventions rather than attempting transformation as a journey.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Max Weber saw bureaucracy as the dominant form of organization in modern society, though he was skeptical of its merits and potential for domination. He characterized the pure bureaucratic form as having clearly defined roles, specialization, hierarchies, comprehensive rules, impersonality, selection based on qualifications, full-time paid officials, career structures, and separation of ownership and control to reduce corruption. While bureaucracy provided benefits like social mobility based on competence, Weber was concerned it could become an "iron cage" that threatened human spirit. Mary Parker Follett was an American theorist who advocated for concepts like integrated leadership and power-with that are still influential today but were ahead of her time. Abraham Maslow introduced his hierarchy of needs theory which argued people are
Bye-bye Management! Why management is dispensable & how leadership for high p...Niels Pflaeging
This document discusses moving away from traditional management approaches and toward more flexible, decentralized leadership models. It argues that most organizations still use management models designed for efficiency in an industrial age, rather than addressing today's complex, knowledge-based economy. It advocates adopting principles of radical decentralization, like giving branches and teams full responsibility and freedom to act. Key aspects of this approach include using relative, self-adjusting targets rather than fixed plans and budgets, flexible resource allocation on demand rather than pre-set allocations, and disconnecting compensation from targets to reduce incentives for manipulation. The document uses the example of Handelsbanken to illustrate how such principles have led to that organization consistently outperforming peers.
Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015
Jörn Hendrik, ffluid, @jormason
Philipp, FELD M, @philippkraemer
27.02.2015, Berlin
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)Niels Pflaeging
The Future of Leadership
Why Management is dispensable. How our organizations will become agile, radically decentralized, and truly networked. Sooner than you think.
#NEXT14 - Berlin
El aprendizaje colaborativo promueve la construcción de conocimiento al obligar al pensamiento individual y la investigación independiente o en grupo, y fomenta valores como la cooperación y el trabajo en equipo. También mejora la comunicación entre personas de diferentes orígenes al establecer normas grupales y reducir el temor a la crítica. Genera una interdependencia positiva entre los miembros del grupo y estimula habilidades personales y grupales como escuchar, participar y liderar. Además, aprovecha los diferentes conocimientos y perspectivas de los miembros para
Knocking on the Devil’s Door: A Naive Introduction To Quantum MechanicsJeffrey Gold
This document provides an introduction to quantum mechanics written by Jeffrey F. Gold. It begins with an overview of waves and particles, including definitions of key terms like wavelength, frequency, and wavenumber. It then describes the construction of the Schrodinger equation and provides examples of applying it to situations like a particle in a box, a free particle, and the hydrogen atom. Later chapters discuss operators, Hilbert space, and other foundational concepts in quantum mechanics. The text aims to explain these concepts in a "naive" or accessible way for those new to the field.
Niels Pflaeging - Agile Maine Day 2018 Keynote - Future of work, leadership a...agilemaine
The document discusses the future of work and how to create truly agile, high-performing organizations. It argues that organizations need to move from mechanistic, efficiency-oriented models to systemic, market-driven models where work is done outside-in and through decentralized, complexity-robust structures. The current industrial age model of dividing functions and centralizing control is outdated for the knowledge age. Organizations must start "working the work" rather than "working the people" by flipping their systems rather than blaming individuals. The radically decentralized "peach" model of organizing is a necessity, not an option, for organizations in every industry.
The document discusses an experiment conducted by a team at Roche to develop a new metric called the Net Manager Promoter Score (NMPS) to measure leadership. The NMPS is based on the well-known Net Promoter Score marketing metric, asking employees "Would you recommend your manager to others as a good boss to work for?". The goal is to use a simple, standardized question to promote continuous improvement in leadership and employee engagement across cultures. The global team conducting the experiment received support from senior sponsors to test whether the NMPS could provide a meaningful measure of an organization's leadership culture.
B2B Software & Services: Company presentation by Maya Azoulaya, Head of Business Development at hibob at the NOAH Conference 2019 in Tel Aviv, Hangar 11, 10-11 April 2019.
Integral Business Architecture by Robinson RoeRobinson Roe
This document introduces the concept of an Integral Business Architecture, which is a theory of a perfect organization based on mapping academic research on individual, cultural, and organizational development onto Ken Wilber's Integral model. The Integral Business Architecture is described as a framework to discuss theories and models in business.
The document provides background on business success stories and failures. Research has shown that decisions leading to company failures were often made when those companies were highly successful. Additionally, past success can lead to overconfidence and an inability to see risks.
The Integral Business Architecture is proposed as a way to review principles and steps for success outlined in various business books and models, by applying the lens of individual, cultural, and organizational development levels. This
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Dynamic and volatile environments require both, the ability to adapt and innovate rapidly and a certain amount of stability and structure. Is it possible to combine those two somehow contradicting characteristics?
Yes, it is, if both leadership culture and organizational structructures are transformed at least in parts of the company.
(keynote presentation DIEM 2017)
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...Niels Pflaeging
1) The document discusses how organizations will become more agile and decentralized as complexity increases.
2) It argues that traditional hierarchical and bureaucratic structures will give way to more networked and adaptive organizations, with fluid and dynamic relationships between parts.
3) Key aspects of the new model include self-organizing teams, an emphasis on results over process, and information sharing to enable coordination without central control.
The document outlines plans for the Enlightened Enterprise Movement, which aims to establish a "new normal" focused on sustainable widely shared prosperity through enlightened thinking and enterprise. Key plans include long-term inquiries on topics like theories of moral sentiment and economic prosperity. Forums and events will engage experts and disseminate ideas. Publishing and a university are also proposed to spread progressive thinking on achieving human well-being through enterprise in all sectors.
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Niels Pflaeging
1) The document discusses the need to transform entire organizations to achieve true agility, rather than making small changes, which are ineffective.
2) Real transformation takes months rather than years to shift from a mechanistic, centralized system to one that is decentralized, adaptive, and market-driven.
3) The key is to increase social density within the organization and "work the system", not coerce individuals, to bring about change through interventions rather than attempting transformation as a journey.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Max Weber saw bureaucracy as the dominant form of organization in modern society, though he was skeptical of its merits and potential for domination. He characterized the pure bureaucratic form as having clearly defined roles, specialization, hierarchies, comprehensive rules, impersonality, selection based on qualifications, full-time paid officials, career structures, and separation of ownership and control to reduce corruption. While bureaucracy provided benefits like social mobility based on competence, Weber was concerned it could become an "iron cage" that threatened human spirit. Mary Parker Follett was an American theorist who advocated for concepts like integrated leadership and power-with that are still influential today but were ahead of her time. Abraham Maslow introduced his hierarchy of needs theory which argued people are
Bye-bye Management! Why management is dispensable & how leadership for high p...Niels Pflaeging
This document discusses moving away from traditional management approaches and toward more flexible, decentralized leadership models. It argues that most organizations still use management models designed for efficiency in an industrial age, rather than addressing today's complex, knowledge-based economy. It advocates adopting principles of radical decentralization, like giving branches and teams full responsibility and freedom to act. Key aspects of this approach include using relative, self-adjusting targets rather than fixed plans and budgets, flexible resource allocation on demand rather than pre-set allocations, and disconnecting compensation from targets to reduce incentives for manipulation. The document uses the example of Handelsbanken to illustrate how such principles have led to that organization consistently outperforming peers.
Change Management Session for the reflection of the theory of author Frederic Laloux at the HR Barcamp 2015
Jörn Hendrik, ffluid, @jormason
Philipp, FELD M, @philippkraemer
27.02.2015, Berlin
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)Niels Pflaeging
The Future of Leadership
Why Management is dispensable. How our organizations will become agile, radically decentralized, and truly networked. Sooner than you think.
#NEXT14 - Berlin
El aprendizaje colaborativo promueve la construcción de conocimiento al obligar al pensamiento individual y la investigación independiente o en grupo, y fomenta valores como la cooperación y el trabajo en equipo. También mejora la comunicación entre personas de diferentes orígenes al establecer normas grupales y reducir el temor a la crítica. Genera una interdependencia positiva entre los miembros del grupo y estimula habilidades personales y grupales como escuchar, participar y liderar. Además, aprovecha los diferentes conocimientos y perspectivas de los miembros para
Knocking on the Devil’s Door: A Naive Introduction To Quantum MechanicsJeffrey Gold
This document provides an introduction to quantum mechanics written by Jeffrey F. Gold. It begins with an overview of waves and particles, including definitions of key terms like wavelength, frequency, and wavenumber. It then describes the construction of the Schrodinger equation and provides examples of applying it to situations like a particle in a box, a free particle, and the hydrogen atom. Later chapters discuss operators, Hilbert space, and other foundational concepts in quantum mechanics. The text aims to explain these concepts in a "naive" or accessible way for those new to the field.
The document outlines the history and services of The Assets, an internet corporate finance boutique. It was created in March 2014 and launched in September 2015. The Assets focuses on leading European internet companies, covering over 400 companies across 25 online verticals. It has deep industry knowledge and is well connected, with over 40 years of combined M&A experience executing transactions worth billions.
GOSW Social Enterprise Workshop Oct 2010Julie Hawker
This document summarizes a workshop on social enterprises. It defines social enterprises as businesses that trade to pursue a social aim. They have two primary aims - to trade and apply profits to social purposes. Examples of social enterprises provided include a business providing ICT support and a community recycling project. The document discusses differences between social enterprises and traditional businesses, as well as forms of incorporation like Community Interest Companies. It also outlines considerations for starting a social enterprise, including defining mission and structure, planning viability, and managing profits.
More Than Collaborators: Processing Colleague DepartureJMcGinniss
The document lists the names of several people: Jeremy McGinniss, Darryl Meekins, Thomas Anderson, Leah Talarico, Delana Durough, and Robert Durough. It also notes Jeremy McGinniss's job title and Twitter handle. The document does not provide any other context or information about these individuals.
Fintech - Presentation by Antonio Gagliardi, Co-Founder and Managing Director of CompareEuropeGroup at the Axel Springer NOAH Conference Berlin 2016, Tempodrom on the 8th of June 2016.
The tiger shark is a large shark species that commonly grows to 10-13 feet in length and weighs 800-1400 pounds. Females are larger and can exceed 16 feet. Tiger sharks have the widest diet of any shark and will eat almost anything, including turtles, birds, fish, garbage and other sharks. They are found in tropical and subtropical waters near coastlines globally. Although rarely biting humans, tiger sharks are responsible for many fatal attacks due to their habit of visiting shallow reefs, harbors and canals where encounters are possible.
Carlos Alberto Tirado Taipe has extensive academic and professional experience in education in Peru and South Africa. He holds a PhD from the University of Pretoria, as well as other degrees related to education, development studies, and tourism. His experience includes roles as a lecturer, teacher, educational practitioner, and manager of an educational enterprise. His research interests include higher education policy, teaching and learning, educational research methods, and youth development.
The document provides an overview of IVI, a company specializing in reproductive medicine. IVI was founded in 1990 in Valencia, Spain by Dr. Pellicer and Dr. Remohí. It has since expanded to over 27 medical centers across 7 countries. IVI aims to provide the highest quality reproductive care, conduct research, and train medical professionals internationally. It has over 1,200 employees and has helped create over 90,000 births through assisted reproduction treatments.
The document examines how assumptions of traditional management theories may no longer apply given changes in today's realities. It discusses assumptions around there being one right organizational structure, top-down control centralization, and viewing employees as subordinates. New theories recognize different people and organizations require different management approaches. Management must be outwardly focused on achieving results rather than inwardly focused on operations.
Book Review The Definitive Drucker by E H EdersheimMahesh Shinde
This document provides a book review of "The Definitive Drucker" by Mahesh Shinde. The 3-page summary covers key details about Peter Drucker as the "Father of Modern Management", the author Elizabeth Edersheim, and 7 chapters that provide insights on management challenges. The chapters discuss topics like doing business in a globalized world, putting customers first, driving innovation through new opportunities, and the importance of collaboration between organizations. The book review analyzes Drucker's teachings and ideas to derive lessons for 21st century management in a changing business landscape.
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.
Peter F. Drucker was a renowned management consultant and author born in Austria in 1909. He made numerous seminal contributions to the field of management through his writings and consulting work. Some of his most influential ideas included decentralization, treating workers as assets, and viewing corporations as human communities rather than just profit-making machines. His theories on knowledge workers, non-profits, marketing, and strategic planning remain highly relevant today. Drucker was considered a visionary for introducing many concepts decades before they became widely accepted.
Peter F Drucker and His Contribution in ManagementNikhil Vyas
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.
This summary provides a high-level overview of the document in 3 sentences:
The document summarizes key concepts from management expert Peter Drucker's book on developing a theory of the business. It discusses Drucker's view that an organization's assumptions about its environment, mission, and core competencies must fit reality and each other. It also outlines Drucker's recommendations for maintaining a valid theory of the business through periodically challenging assumptions and studying external trends.
Peter Drucker was a pioneer in management theory and practice. This document summarizes key ideas from his book "Concept of the Corporation" where he analyzed the decentralized structure and management philosophy of General Motors (GM) in the 1940s. Drucker believed corporations should empower workers and act as pillars of society. However, GM focused only on high production and treating workers as cogs in the assembly line. The summary outlines Drucker's view that organizations must periodically review their assumptions about the environment, mission and core competencies to maintain a valid theory of the business.
This document provides an overview of what makes an effective executive according to management expert Peter Drucker. Drucker outlines 8 practices of effective executives: 1) Asking what needs to be done rather than what they want to do, 2) Asking if a decision is right for the enterprise, not other stakeholders, 3) Developing action plans with desired results, restraints, checks, and time allocation, 4) Taking responsibility for decisions by defining accountability, deadlines, stakeholders, and ensuring communication, 5) Focusing on opportunities rather than problems, 6) Running productive meetings, 7) Thinking and communicating using "we" rather than "I", and 8) Periodically reviewing decisions, especially about people. Drucker explains these
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.
Peter Ducker's Legacy in a Nutshell - Reaching Out - Coming HomeRichard Straub
At the occasion of the centenary of Peter F. Drucker in 2009 an annual conference was launched - the Global Peter Drucker Forum. Ever since it brings together some best management thinkers and practitioners in Vienna. The article produced for the 2009 Forum was a starting point - to give a tribute to the importance and the legacy of Peter F. Drucker, who was born in Austria in 1909 and who passed away in Claremont, California in 2005.
Henry Mintzberg is a renowned professor of management studies at McGill University in Montreal, Canada. He received his undergraduate degree in mechanical engineering from McGill University and his PhD from MIT Sloan School of Management. Mintzberg is known for his work on management and business strategy, publishing over 150 articles and 15 books on these topics. Some of his most influential works include The Rise and Fall of Strategic Planning and Managers Not MBAs. Mintzberg developed several frameworks to describe organizations and the roles and functions of managers, including identifying 10 distinct managerial roles and describing 6 valid organizational configurations.
The document discusses the concept of a global manager. It begins by stating that with increasing globalization, companies need to carefully select and manage people who can become global managers. However, there is no distinct set of qualities that define a global manager. The best approach is to look for a conventional manager with a global mindset who can succeed in international markets. It then provides definitions and examples of the globalization of markets and production. Finally, it discusses myths around what a global manager is and realities, such as the fact that both women and men can effectively take on global manager roles in today's world.
This document provides information about two influential management gurus: Peter Drucker and Henri Fayol. It discusses that Peter Drucker was an Austrian-born American management consultant and educator known for coining the term "knowledge worker." It also outlines some of his key ideas around innovation, entrepreneurship, and serving customers rather than profit. The document then summarizes that Henri Fayol was a French mining engineer who in 1916 wrote one of the first books on management, outlining six primary management functions and 14 principles of management that had a major influence on organizational management. It concludes by thanking the reader.
The document summarizes Peter F. Drucker's book "The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management". It was written by Peter F. Drucker himself and contains his key ideas on management over 60 years. Some of his main concepts discussed are that management is about enabling human performance and joint work through goals, values and structure, while leadership is doing the right things. Drucker also emphasized that organizations must focus on marketing and innovation to create customers, and executives must look outside the organization to understand true reality.
Project management theory and management of large complex projects finalBob Prieto
Consider this the third in a series of extended posts on project management of large complex projects.
In the first post, I asked if it is time to revisit PM theory. In the second post, my "Physics of Projects" article, I make the case that just as Einstein's theory was needed at scale since classical theory wouldn't suffice perhaps too such a new theory at scale is required in PM.
In this article (not light reading or for the faint of heart) I make the case for some of what needs to happen at scale by reviewing the evolution of general management theory and the theories of projects and project management. I expect this to be controversial in some quarters so it is heavily footnoted. The last time I did a comparable piece on systemic innovation in the engineering and construction industry, I had the premise challenged (we are very innovative) and several cases made for incrementalism.
In the article I make a number of points:
• we can learn more from general management theory than we have
• foundations for PM are weak.......we need clearly defined strategic business outcomes, better owner readiness, better baseline modeling and stronger focus on driving out biases in planning
• focus on flows is more important than just focusing on tasks
• Stakeholders shape large complex projects more than we give them credit for.....this leads to multifinality
• New flows are created by stakeholders....influencing flows.....that can directly act on SBOs, transformational flows and tasks, and each other creating new induced flows
The Great Transformation - Lead Article for 2014 Drucker Forum by Richard Str...Richard Straub
The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.
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.
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.