The Essential Drucker is a selection from my sixty years of work and writing on management. It begins with my book The. Future of Industrial Man () and. Atsuo Ueda, longtime Japanese friend, first conceived The. Essential Drucker. He himself has had a distinguished career in. Japanese management. Editorial Reviews. mtn-i.info Review. Ever since his first book was published some six decades ago, Peter Drucker has been essential to everyone serious.
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of Peter F. Druckers book ”The Essential Drucker”. [Dru01] published in , namely: • Chapter 8: Management by Objectives and self- control. • Chapter 9. The Essential Drucker. Introduction: The Origin and Purpose of The. Essential Drucker. Purposes. Coherent and fairly comprehensive Introduction to. PDF | On Jan 1, , Adrian Grycuk and others published Peter Drucker. The essential Drucker.
He is thus thoroughly familiar with my work—in fact, he knows it better than I do. As a result. This led Mr. Ueda to reread my entire work, to select from it the most pertinent chapters and to abridge them so that they read as if they had originally been written as one cohesive text. It is Mr. But these editions not only are less than half the size of Mr. They also have a somewhat different focus. But he—rightly—saw that the U. The focus would, however, also be narrower because these.
And thus, while using Mr.
The two put an incredible amount of work and dedication into The Essential Drucker. It is also, I am convinced, a truly unique, cohesive, and self-contained introduction to management, its basic principles and concerns; its problems, challenges, opportunities. This volume, as said before, is also an overview of my works on management. Readers may therefore want to know where to go in my books to further pursue this or that topic or this or that area of particular interest to them.
In short, one must be able to recognize major shifts in human aspirations as well as the fixed limits of human adaptation. After all those years of being considered junior players? But with that article he helped redefine and bring new recognition to the social sector as an equal partner of business and government. It was something of a personal epiphany for me, as well. The powerful truths in that piece helped us and our colleagues in other nonprofit organizations to better understand ourselves and the world we were trying to change.
We needed, he said, to define ourselves according to what we were : relentlessly focused on, for instance, health-care reform, quality education, and economic prosperity for all.
Over breakfast we took turns describing our brainstorm, which was to establish the Peter F. Drucker Foundation for Nonprofit Management.
Peter listened but gave us no indication of approval or disapproval. When we were finished, the room fell silent. I am not dead yet, and I do not intend to become an icon. Soon thereafter, I found myself CEO of what was then probably the smallest foundation in the world, with no money or staff—just an inspiring vision and Peter on board.
Then, too, one must be sensitive to the speed, direction, and logic of those technological and demographic changes that will make the future very different from the present. One must, at the same time, carefully ascertain what in the present will last.
Not least, one must supplement an understanding of management with insights from other fields of knowledge, regularly comparing it with the summary experience of other large-scale organizations and different cultures. When brought to bear on even the thorniest of problems, such integrative thinking allows Drucker to identify the key assumptions at issue, to establish their mutual relations, and to evaluate them. Consider, for instance, his lengthy discussion of the curse of bigness in Concept of the Corporation.
Consciously or not, most opponents of bigness, Drucker finds, are in fact tilting against the windmills of monopoly; its defenders, protecting them.
Now, monopoly and bigness are, of course, not the same thing and ought not be confused. But Drucker is able to track the point at issue still further to challenge its historical as well as its logical basis. It may be true of some, but is not necessarily true of all, historical periods. Because Drucker knows the traditional meaning of monopoly and the structural differences between past and present economic conditions, he can refocus an errant discussion.
Other examples suggest themselves. Drucker reaches the heart of this twentieth-century phenomenon by appreciating the sudden irrelevance of earlier systems of thought.
A similar understanding characterizes his many obiter dicta on Marxism as well as his famous essay on John Maynard Keynes.
But it aimed at the restoration and preservation of the basic beliefs, the basic institutions of nineteenth-century laissez-faire politics; above all, it aimed at the preservation of the autonomy and automatism of the market. Technological implications. He can read the implications of the lengthening transition from research to practical application and can see the need for an essentially new relationship between science and technology.
He recognizes as well the dangers of the abrupt telescoping of accustomed product life cycles. Such a revolution, no matter when it occurs, demands major innovation in social and political institutions. Although the form of that innovation must follow the new objective reality created by technological change, the values that shape it and the human ends it is to serve still lie within human control.
The Essence of a Company When I first met Peter Drucker, 15 years ago, he shared with me ideas that have deeply influenced my work ever since.
Chief among them was that beyond just making a profit or creating wealth for stakeholders, the essence of a company is making a difference, being really useful, and creating something the world truly needs. Why is such a creed so important? According to Drucker, in every single case it can be traced to an individual, though not necessarily the founder. As long as this kind of purpose stands, Drucker said, a company will survive and thrive. Drucker also shared with me that an effective purpose should articulate not only the things that a company will do but also those that it will not do.
I usually ask them to ponder the purpose of their organization. What justifies its existence? What things will it do and not do? What important benefits, beyond profits or shareholder value, does it strive to produce?
How does it contribute to something the world truly needs? How does every little thing made by the company help it build a positive and constructive legacy? As they endeavor to answer these questions, executives naturally begin to think about their roles as citizens and human beings. This often helps them not only to become more deeply conscious of the purpose of their work and that of their companies, but also to reinvent the very meaning of their leadership journey. Now more than ever, technology demands of business hardheaded adaptation to objective circumstances and increasingly vigilant commitment to ultimate social purposes.
Business must clearly understand and meet both obligations to be successful—even to survive—under these modern conditions. Decision making in Japan. In Japan, Drucker finds, the decision-making process is different from its American counterpart in three essential ways: 1 Decisions, as such, tend to be big ones—that is, they have to do with matters of far-reaching importance; 2 in making them, an inordinate amount of time is allowed for the painstaking achievement of consensus among all those concerned; and 3 once made, they rapidly translate into a course of action—one often radically at odds with previous policy.
From his long acquaintance with the Japanese way of doing things, Drucker knows that this otherwise inexplicable sequence of foot-dragging and full speed makes perfect, if unfamiliar, sense. Unlike American managers, whose decisions typically focus on the merits of a single option and whose concerns are more tactical than strategic, the Japanese take great care first to define the precise nature of the issue at hand.
Only then do they methodically review every available course of action. By contrast, American managers do not as a rule discipline themselves to consider all possible alternatives. More important, they do not regularly force themselves to think through the kind of issue it is that confronts them. Though the compromises made are roughly comparable to those implicit in any Japanese consensus, they are structurally deficient in a way the Japanese ones are not.
Coming after the fact, American compromises and the inevitable trade-offs they involve can play havoc with the systematic logic of the original decision; coming before the fact, Japanese compromises are by definition included—and accounted for—within the decision itself. Ideas for Drucker have both an external historical or cultural context and an internal logic of argument. The first gives them their shaping assumptions and conceptual vocabulary; the second, their systematic cogency.
The first roots them in time and place; the second makes them more generally applicable. The first underscores their relativity; the second stresses their universality. Drucker does not deny the tension between context and logic. Rather, by looking closely at both, he is repeatedly able to define the relevant terms of discussion, reduce them to first principles, uncover improper assumptions or inferences, and identify hidden contradictions.
More specifically, he treats wages and wage policy in such a way as to unmask the quite different starting assumptions of employer and employee.
He attacks the arbitrariness of the yearly accounting period, pointing up the great distance between an abstract convention and the reality it is to represent. He shows the typical criteria for promotion within management to be structurally contradictory—that is, in conflict with binding economic objectives. This breadth of critical vision is, in turn, an apt expression of an instinctively holistic process of thought.
As a number of Drucker-watchers have argued, his mind gravitates neither to the isolated fact nor to the mechanically causal explanation. Instead, Drucker responds most richly to the kaleidoscopic patterns and configurations among facts and to the process-based explanation of their significance.
Separate, random data become facts, and isolated facts take on importance only by virtue of their participation in—and relation to—wholes larger than themselves. For example, his insistence on marketing as the essential, ubiquitous task of management attests to a view of business as a process necessarily oriented toward the creation and satisfaction of customers.
Similarly, he extrapolates a few ideal patterns from the mass of individual variations of production and organization principles.
In fact, when Drucker writes of the profession of management, he invariably conceives of it as a discipline that teaches its practitioners to identify the constellations of significance in the otherwise chaotic flow of information and circumstance. It does far more than simply impart useful information. List Price: The Ethics of Competition Peter F. The Analytic Situation: Routledge, July PDF, ePub.
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