Topic
Notes
V Contents of Peter Drucker’s work
Be sure to see About Peter Drucker page. Peter F. Drucker Annotated Bibliography has synopses and links to more detailed outlines in many cases. This page is an attention–directing tool to help you build your life-TIME investment radar. Also see TLN conceptual resource file listing for additional resources. Managing Oneself is the best starting point for the individual.
V The End of Economic Man
Google Books
V The Future of Industrial Man
Google Books
V Concept of the Corporation
* Introduction To The Transaction Edition
* Preface To The 1983 Edition
* Preface To The Original Edition
V Capitalism In One Country
* Capitalism in one country
* The profit motive
* Big business
* The large corporation as autonomous
* Its function in society
* Can the two be harmonized?
* Idealism and pragmatism, both leading to totalitarianism
V The Corporation As Human Effort
V Organization for Production
* Experience in the war
* The problem of leadership
* Recruiting and training
* Specialists and "generalists"
* Policy and initiative
* A yardstick of efficiency
V Decentralization
* General Motors' policies
* Line and staff
* An essay in federalism
* Central and divisional management
* Service staffs
* Bonuses
* The "Sloan meetings"
* Freedom and order
* Base pricing
* Competition in the market
V How Well Does It Work?
* The conversion to war production
* Reconversion to peacetime work
* Isolation of the top executives
* Customer relations
* Dealer relations
* Community relations
* General public relations
V The Small Business Partner
* New-car sales and the used-car market
* The dealer's franchise
* Loans to dealers
V Decentralization as a Model?
* Decentralization for other industries
* The Fisher Body Division
* Chevrolet
* The competitive market check
* The production of leaders
V The Corporation As A Social Institution
V The American Beliefs
* Equal opportunity
* Uniqueness of the individual
* "Middleclass" society
* Are opportunities shrinking?
* Emphasis on education
* Dignity and status in industrial society
* Assembly-line "monotony"
* The failure of paternalism
* Can the unions do it?
V The Foreman: The Industrial Middle Class
* The foreman
* His opportunities
* The "forgotten man"
* The drive to unionize foremen
V The Worker
* The worker's industrial citizenship
* Training
* The plant community
* Lessons of the war
* Flexibility of mass production
* The worker's pride and interest
* Inventiveness
* "Social gadgeteering"
* Suggestion plans
* Plant services
* The wage issue
* The strike against General Motors
* Profits, pricing, and wages
* The annual wage
* Collectivism not the answer
* Worker's participation in management
V Economic Policy In An Industrial Society
V The "Curse of Bigness"
* Society's stake in corporation policy
* Monopoly
* The old theories
* Supply and demand
* Efforts to regulate
* The "curse of bigness"
* Economics and technological necessity
* General Motors service staffs
* Policy-making and long-term interests
* Social stability
V Production for "Use" or for "Profit"?
* Risks
* Expansion
* Capital requirements
* The profit motive
* "Creative instincts"
* The lust for power
* The market theory
* Price
* Economic wants
* "Economic planning"
* Social needs
* The market as yardstick
* Individual wants
* The socialist counterargument
* Self-interest
V Is Full Employment Possible?
* Depressions
* The business cycle
* Public works programs
* The challenge to business leaders
* The calendar year strait jacket
* Cyclical taxes
* Reserves for employment funds
* Unemployment insurance
* Union wage policies
* Capital for new ventures
* Economic policy for a free-enterprise society
* The threat of total war
* Epilogue (1983)
V Practice of Management (by Peter Drucker)
V The Nature of Management
V The Role of Management
* The dynamic element in every business
* A distinct and a leading group
* The free world's stake in management
V The Jobs of Management
* Management the least known of our basic institutions
* The specific organ of the enterprise
V The first function: economic performance
* Supply of goods and services desired by the consumer at the price the consumer is willing to pay
* Maintain or improvement of wealth producing resources
V The first job: managing a business
* The ultimate test of management is business performance
* It enable the successful business performer to do his work — whether he be otherwise a good manager or a poor one.
V Managing as creative action
* Means taking action to make the desired results come to pass
* It is a creator
V Management by objectives
* Masters the economic circumstances, and alters them by conscious, directed action
V Managing managers
* The second function to make productive enterprise out of human and material resources
* A transmutation of resources
* The enterprise as a genuine whole
* Managers must manage
* "It's the abilities, not the disabilities, that count"
* Managing worker and work
* The two time dimensions of management
* The integrated nature of management
V The Challenge to Management
* The new industrial revolution
* Automation: science fiction and reality
* What is automation
* Conceptual principles, not techniques or gadgets
* Automation and the worker
* Automation, planning and monopoly
* The demands on the manager
V Managing a Business
V The Sears Story
* What is a business and how it is managed—Unexplored territory
* Sears, Roebuck as an illustration
* How Sears became a business
* Rosenwald’s innovations
* Inventing the mail-order plant
* General Wood and Sear's second phase
* Merchandise planning and manager development
* T.V. Houser and the challenges ahead
V What is a Business?
* Business created and managed by people, not by forces.
* The fallacy of “profit maximization”
* Profit the objective condition of economic activity, not its rationale
* The purpose of a business: to create a customer
V The two entrepreneurial functions: marketing and innovation
V Marketing not a specialized activity: the entire business as seen from the point of view of the customer
* The General Electric solution
* The enterprise as the organ of economic growth
V The productive utilization of all wealth-producing resources
* What is productive labor?
* Time, product mix, process mix, and organization structured as factors in productivity
V The function of profit
* How much profit is required?
* Business management a rational activity.
V What is Our Business—and What Should it be?
* What is our business, neither easy or obvious
* The telephone company example
* Failure to answer the question a major source of business failure
* Success in answering it a major reason for business growth and results
* Question most important when business is successful
V Who is the customer?
V What does the customer buy?
* Cadillac and Packard
* What is value to the customer
* What will our business be?
* What should our business be?
* Profitability as an objective
V The Objectives of a Business
* The fallacy of the single objective
* The eight key areas of business enterprise
* “Tangible” and “intangible” objectives
* How to set objectives
V The low state of the art and science of measurement
* Market standing
* Innovation
* Productivity and “contributed value”
* The physical and financial resources
* How much profitability
* A rational capital-investment policy
* The remaining key areas
V Today's Decisions for Tomorrow's Results
* Management must always anticipate the future
* Getting around the business cycle
* Finding the range of fluctuations
* Finding economic bedrock
* Trend analysis
* Tomorrow's managers the only real safeguard
V The Principles of Production
* Ability to produce always a determining and a limiting factor
* Production is not the application of tools to materials but
* Production is the application of logic to work
* Each system of production has its own logic
* Each system of production makes it own demands on business and management
V The three systems of production
* Is mass production “new style” a fourth?
* Unique-product production
* Mass production, “old style” and “new style”
* Process production
* What management should demand of its production people
* What production systems demand of management
* “Automation”; revolution or gradual change?
* Understanding the principle of production required of every manager in the decades ahead.
V Managing Managers
V The Ford Story
* Managers the basic resources of a business, the scarcest, the most expensive and most perishable
* Henry Ford’s attempt to do without managers
* The near-collapse of the Ford Motor Company
* Rebuilding Ford management
* What it means to manage managers
* Management not by delegation but by the task
V The six requirements of managing managers
V Management by objectives and self-control
* Vision of the individual managers must be directed toward the goals of the business
* Their wills and efforts be bent toward reaching those efforts
V Proper structure of the manager's job
* Must allow maximum performance
* The right spirit in the organization
* An organ of overall leadership and final decision—a chief executive
* An organ of overall review and appraisal—a board of directors
* Must make provision for its own survival and growth—provision for tomorrow’s managers
* A sound structural principles of management organization
V Management by Objectives and Self-Control
* The forces of misdirection
* Workmanship: a necessity and a danger
* Misdirection by the boss
* What should the objectives be?
* Management by “drives”
* How should managers’ objectives be set and by whom?
* Self-control through measurements
* The proper use of reports and procedures
* A philosophy of management
V Managers must manage
* What is a manager’s job
* Individual tasks and team tasks
* The span of managerial responsibility
* The manager’s authority
* The manager and his superior
V The spirit of an organization
* To make common men do uncommon things: the test of performance
* Focus on strengths
* Practices, not preachments
* The danger of safe mediocrity
* “You can’t get rich but you won’t get fired”
* “We can’t promote him but he has been here too long to get fired”
* The need for appraisal
* Appraisal by performance and for strengths
* Compensation as reward and incentive
* Does delayed compensation pay?
* Overemphasizing promotion
* A rational promotion system
* The “life and death” decisions
* Manager’s self-examination of the spirit of their organization
* Whom not to appoint to management jobs
* What about leadership?
V Chief Executive and Board
* The bottleneck is at the head of the bottle
* How many jobs does the chief executive have?
* How disorganized is the job?
* Need for work simplification of the chief executive’s job
* The fallacy of the one-man chief executive
* The chief executive job a team job
* The isolation of the top man
* The problem of his succession
* The demands of tomorrow’s top-management job
* The crisis of the one-man chief-executive concept
* Its abandonment in practice
* How to organize the chief-executive team
* Team, not committee
* No appeal from one member to another
* Clear assignment of all parts of the chief-executive job
* How many on the team?
V The Board of Directors
* Why a Board is needed
* What it should do and what it should be
V Developing Managers
V Manager development a threefold responsibility
* To the enterprise
* To society
* To the individual
* What manager development is not
* It cannot be promotion planning or finding “back-up men”
* The fallacy of the “promotable man”
* The principles of manager development
* Developing the entire management group
* Development of tomorrow’s demands
* Job rotation is not enough
* How to develop managers
* The individual's needs
* Manager manpower planning
* Manager development not a luxury but a necessity.
V Structure of Management
V What kind of Structure
* Organization theory and the “practical” manager
* Activities analysis
* Decision analysis
* Relations analysis
V Building the Structure
V The three structural requirements of the enterprise
* Organization for performance
* The least possible number of management levels
* Training and testing tomorrow’s managers
V The two structural principles
V Federal decentralization
* Its advantages
* Its requirements
* Its limitations
* The rules for its application
V Functional decentralization
* Its requirements and rules
* Common citizenship under decentralization
V The decisions reserved to top management
* Company-wide promotions
* Common principles
* The symptoms of malorganization
* A lopsided age structure of the management group
V The Small, The large, the growing business
* The myth of the idyllic small business
V How big is big?
* Number of employees no criterion
* Hudson and Chrysler
V The other factors
* Industry position
* Capitalization needs
* Time cycle of decisions, technology
* Geography
* A company is as large as the management structure is requires
V The four stages of business size
V How big is too big?
* The unmanageable business
V The problems of smallness
* The lack of management scope and vision
* The family business
* What can the small business do?
V The problems of bigness
* The chief executive and its job
* The danger of inbreeding
* The service staffs and their empires
* How to organize service work
V The biggest problem: growth
* Diagnosing the growth stage
* Changing basic attitudes
* Growth: the problem of success
V The Management of Worker and Work
V The IBM Story
* The human resource the one least efficiently used
* The one holding greatest promise for improved economic performance
* Its increased importance under Automation
V IBM's innovations
* Making the job a challenge
* The worker’s participation in planning
* “Salaries” for the workers
* Keeping workers employed is management’s job
V Employing the Whole Man
V The three elements in managing worker and work
V The worker as a resource
* Human resource and human resource
* Productivity is an attitude
* Wanted: a substitute for fear
* The worker and the group
* Only people develop
V The demands of the enterprise on the worker
* The fallacy of “a fair day’s labor for a fair day’s pay”
* The worker’s willingness to accept change
* The worker’ demands on the enterprise
V The economic dimension
* Wage as seen by enterprise and by worker
* The twofold meaning of profit
V Is Personnel Management Bankrupt?
V Personnel administration and human relations
* What has personnel administration achieved?
* Its three basic misconceptions
V The insight of Human relations
* And its limitations
V “Scientific Management,” our most widely practiced personnel-management concept
* Its basic concepts
* Its world-wide impact
* Its stagnation since the early twenties
* Its two blind spots
* “Cee-Ay-Tee” or “Cat”?
* The “divorce of planning from doing”
* Scientific Management and the new technology
* Is personnel Management bankrupt
V Human Organization For Peak Performance
* Engineering the job
V The lesson of the automobile assembly line
* Its meaning: the assembly line as inefficient engineering
* Mechanize machine work and integrate human work
* The rule of “integration”
* The application of Scientific Management
* The worker’s need to see the result
* The worker’s need to control speed rhythm of the work
* Some challenge in every job
* Organizing people for work
* Working as an individual
* Working as a team
* Placement
* “When do ninety days equal thirty years”
V Motivating To Peak Performance
* What motivation is needed
* “Employee satisfaction” will not do
* The enterprise’s need is for responsibility
* The responsible worker
* High standards of performance
* Can workers be managed by objectives
* The performance of management
* Keeping the worker informed
* The managerial vision
* The need for participation
* The C.&O. example
* The plant-community activities
V The Economic Dimension
* Financial rewards not a source of positive motivation
* The most serious decisions imminent in this area
* An insured expectation of income and employment
* The resistance to profit
* Profit sharing and share ownership
* “No sale, no job”
V The Supervisor
* Is the supervisor “management to the worker”?
* Why the supervisor has to be a manager
* The supervisor’s upward responsibility
* The supervisor’s two jobs
* Today’s confusion
* Cutting down the supervisor’s department the wrong answer
* What the supervisor needs
* Objectives for his department
* Promotional opportunities for the supervisor and the worker
* His management status
* What the job should be
* Managers needed rather than supervisors
V The Professional Employee
* Are professional employees part of management?
* Professional employees the most rapidly growing group in the working population
* Neither management nor labor
* Professional employee and manager
* Professional employee and worker
* The needs of the professional employee
* His objectives
* His opportunities
* His pay
* Organizing his job and work
* Giving him professional recognition
* What parts of this can be done by top management and what part by the manager in charge of the operation
V What it Means to be a Manager
V The Manger and His Work
* “Long white bread” or “universal genius”?
* How does the manager do his work?
* The work of the manager
* Information: the tool of the manger
* Using his own time
* The manager’s resource: man
* The one requirement: integrity
* What makes a manager?
* The manager as an educator
* Vision and moral responsibility define the manager
V Making Decisions
* “Tactical” and “strategic” decisions
* The fallacy of “problem-solving”
* The two most important tasks: finding the right questions, and making the solution effective
* Defining the problem
* What is the “critical factor”?
* What are the objectives?
* What are the rules?
* Analyzing the problem
* Clarifying the problem
* Finding the facts
* Defining the unknown
* Developing alternative solutions
* Doing nothing as an alternative
* Finding the best solution
* People as a factor in the decision
* Making the decision effective
* “Selling” the decision
V The two elements of effectiveness: understanding and acceptance
* Participation in decision-making
* The new tools of decision-making
* What is “Operations Research”?
* Its dangers and limitations
* Its contributions
* Training the imagination
* Decision making and the manger of tomorrow
V The Manager of Tomorrow
* The new demands
* The new tasks
* But no new man
* Exit the “intuitive” manager
* The preparation of tomorrow’s manager
* General education for the young
* Manger education for the experienced
* But central will always be integrity
V Conclusion: The Responsibilities of Management
* Enterprise and society
V The threefold public responsibility of management
* The social developments that affect the enterprise
* The social impact of business decisions
* Making a profit the first social responsibility
* Keep opportunities open
* Management as a leading group
* Asserting responsibility always implies authority
* What is management’s legitimate authority?
* Management and fiscal policy
* The ultimate responsibility: to make what is for the public good the enterprises’ own self-interest.
V America's Next Twenty Years
Google Books
V Landmarks of Tomorrow
* Landmarks of tomorrow a report on the new "post-modern" world‎
Google Books
V Managing For Results
V Understanding the business
V The business realities
* There are three different dimensions to the economic task
* One unified strategy
* Requires an understanding of the true realities
* The generalizations regarding results and resources
* The generalizations regarding efforts within the business and their cost.
V Result area identification
* Nothing succeeds like concentration on the right business.
* The basic business analysis
* Identify & understand those areas in a business for which results can measured
* Defining the product/service
* 3 dimensions of business results
* The burden of pushing through the step-by-step process of analysis
V Revenues, resources, prospects
* Relate result areas to the revenue contribution and share of cost burden
* Allocation of key resources to each result area.
* Leadership position and prospects of each result area.
V Tentative diagnosis of result areas
* Classify the result areas
* Factors involved in diagnosing the product
* What to do with a result area diagnosed as…
* Analysis format
* Anticipate a change in the character of a product
V Cost analysis
* What matters about costs
* Prerequisites for effective cost control p.69
* To be able to control cost need an analysis that:
* Tied to market analysis before action
* Format
* Conclusions:
V Market analysis
* Introduction
* The marketing realities
* These marketing realities lead to one conclusion
* The market analysis
* Market analysis is a good deal more than ordinary market research or customer research
* Other books
* Analytical questions
* Analysis worksheets
* Picture
V Knowledge analysis
* Knowledge
* Need a leadership position and differentiation
* Uncovering one's specific business knowledge strengths
* Need to learn to set goals and measure in terms of one's specific knowledge
* Knowledge realities
* Evaluations (diagnosis)—how good is our knowledge?
* The conclusions
V Superimpose
* Combining the various analysis
* Market analysis --> knowledge analysis: Needs for new or changed knowledge.
* Knowledge analysis --> market analysis: Missed or underrated market opportunities.
* Reexamine tentative diagnois in light of the market and knowledge analysis
* What is lacking (3 gaps)
V The end result of the self-analysis
* The business's contribution
* Knowledge area excellences
* Target result areas
* Vehicles required to reach these targets
* The leadership position required in each result area
V Focus on opportunity
V Building on strength
* Ideal business concept
* Maximizing opportunities
* Maximizing resources
* What these approaches have in common
* The three together (what they do)
* Procedure
V Finding business potential
* Restraints & limitations
* Imbalances—turning weaknesses into strengths
* Threats
* Conclusion
V Making the future today
* The future
* The future that has already happened
* Making the future happen (the power of an idea)
V Performance program
V Key decisions
* Idea of the business
* The specific excellence the business needs
* The priorities
* The key decisions must be made systematically.
V What ever a company's program, it must
* Decide on the right opportunities and right risks
* Decide on scope & structure
* Decide between "building one's own" & "buying" to attain one's goals.
* Decide on organization structure
V Implementing the program
* Building economic performance into a business
* Conclusion
V The Effective Executive
* Preface
V Introduction: What Makes An Effective Executive?
* Get The Knowledge You Need
* Write An Action Plan
V Act
* Take responsibility for decisions
* Take responsibility for communicating
* Focus on opportunities
* Make meetings productive
* Think And Say "We"
* Rule: Listen first, speak last.
* Effectiveness can be learned and must be earned
V 1: Effectiveness Can Be Learned
* Why We Need Effective Executives
* Who Is An Executive?
* Executive Realities
* The Promise Of Effectiveness
* But Can Effectiveness Be Learned?
V 2: Know Thy Time
* The Time Demands On The Executive
* Time-Diagnosis
* Pruning The Time-Wasters
* Consolidating "Discretionary Time"
V 3: What Can I Contribute?
* The Executive's Own Commitment
* How To Make The Specialist Effective
* The Right Human Relations
* The Effective Meeting
V 4: Making Strength Productive
* Staffing From Strength
* How Do I Manage My Boss?
* Making Yourself Effective
V 5: First Things First
* Sloughing Off Yesterday
* Priorities And Posteriorities
V 6: The Elements of Decision-making
* Two Case Studies In Decision-Making
* The Elements Of The Decision Process
V 7: Effective Decisions
* Decision-Making And The Computer
* Conclusion: Effectiveness Must Be Learned
* Index
V Age of Discontinuity
* Age of discontinuity (the picture—of the social landscape—that emerges)
V Knowledge Technologies
* End of Continuity
V New industries
* Aging "modern industries"
V Industries on the horizon
* Information (application)
* Oceans
* Materials
* Megalopolis
V New knowledge base
* Systems-configuration perception
* Experience to knowledge
* Knowledge—the central economic resource
* Employ knowledge rather than manual workers
* Summary p 41
V New entreprenuers
* Dynamic of technology
* Dynamic of markets
* Innov organization
V New economic policies
* Tax laws & craft unions
* Hidden protection/open subsidy
* Cues from growing edges of the world economy
* New vs decay
V From BEYOUND THE NEXT ECO
* WE are in the midst of a revolution
V Central Policy Problems
* Productivity
* Capital Formation
V 2 Theoretical Approaches (which alone) during the
V Last 10 -15 years have shown consistent predictive power
* Rational Expectations
V Empiracle studies which demonstrate that the key policies do not
* Work in the international economy.
V Keynes & the reality he exposed cannot be ignored.
* Must transcend him
* The threat of totalitarianism
V World economy
V Global Shopping Center
* Mass consumption / common demand
* Global Money & Credit
* An Institution to represent the world economy
V Making the poor productive (colored races)
V World divided into those who know how & those who don't
* Threat of world revolution
V Need a theory of economic development
* Things that won't work
V Might work
* Venture capital
* Multinational corp for develop local people & business.
V Dangers in development
* The split old vs new.
V Beyond the new economics
* Inability to manage the economy
V Need:
* Theory of eco dynamics
* Theoretical understanding of technological innovation
V Model of world eco & an understanding of the complex
* Relationships between the world eco & the domestic eco.
* Theory of micro eco behavior
* All these new understandings in one unified theory.
V Society of organizations
V New pluralism
* Symbiosis of organizations
* Need for a theory
V Theory of Organizations
V Making organizations perform
* Goals & Objectives
V Management
* Joint performance and integrated into a common understanding
* Personal Effectiveness
V Organ. & The Quality of Life
* Responsibility of the organization
* The legitimacy of Organization
V Sickness of Government
* Farm out the doing to business & private institutions
* Abandonment.
V How can the individual survive?
* Function-special purpose organizations
* Internal powers of the organization
* Individual freedon: the right to emigrate.
* Individual opportunity in organization.
V Knowledge society
V Knowledge Economy (production, distribution, procuring ideas & info)
* Central factor of production
* Imp to inter eco
V Learned to learn
* Foundation of new skills
* Know opp in large organizations
* Increased working life span
* Delayed entry
* Ratio: productive & dependant members
* Demand for education
V Work & worker in the Knowledge Society
* Teams, MBO, task rule
* 2nd career K workers below top rank
V Problems of transitions for:
* Unskilled
* Skilled
* Negro
V Has Success spoiled the schools?
V Public concern
V Largest community expenditure
* Production vs spending
* Results vs student effort
* Learned to learn
* Contin ed.: best time to learn
V Impacts of long years of school
* Limbo adolescence
* Drop out: unemployable
V Most serious:
* Diploma curtain determines opp
V New learning & teaching
* Right tools & methods
* Teaching & learn
V Politics of knowledge
* Organ. K & search for it around areas of appliction rather than subject
* Equal opp for education
V High cost = gov. Support. Q's control of
* Direction
* Priorities
* Results
V Does knowledge have a future? (Morality)
V How people of knowledge accepts & discharge his responsibility
* Will largely determine the future of knowledge & whether know
* Has a future.
* See Population Changes
V Men, Ideas, and Politics
Google Books
V Technology, Management, and Society
Google Books
V Management: Tasks, Responsibilities, Practices
* Preface - The Alternative to Tyranny
V Introduction - From Management Boom to Management Performance
* The Emergence of Management
* The Management Boom and Its Lessons
* The New Challenges
V The Tasks
* The Dimensions of Management
V Performance
V Business Performance
* Managing a Business: The Sears Story
* What Is a Business?
* Business Purpose and Business Mission
* The Power and Purpose of Objectives: The Marks & Spencer Story & Its Lessons
* Strategies, Objectives, Priorities, and Work Assignments
* Strategic Planning: The Entrepreneurial Skill
V Performance in the Service Institution
* The Multi - Institutional Society
* Why Service Institutions Do Not Perform
* The Exceptions and Their Lessons
* Managing Service Institutions for Performance
V Productive Work and Achieving Worker
* The New Realities
* What We Know (and Don’t Know) About Work, Working, and Worker
* Making Work Productive: Work and Process
* Making Work Productive: Controls and Tools
* Worker and Working: Theories and Reality
* Success Stories: Japan, Zeiss, IBM
* The Responsible Worker
* Employment, Incomes, and Benefits
* “People Are Our Greatest Asset”
V Social Impacts and Social Responsibilities
* Management and the Quality of Life
* Social Impacts and Social Problems
* The Limits of Social Responsibility
* Business and Government
* Primum Non Nocere:
V The Manager: Work, Jobs, Skills, and Organization
* Why Managers?
V The Manager’s Work and Jobs
* What Makes a Manager?
* The Manager and His Work
* Design and Content of Managerial Jobs
* Developing Management and Managers
* Management by Objectives and Self-Control
* From Middle Management to Knowledge Organization
* The Spirit of Performance
V Managerial Skills
* The Effective Decision
* Managerial Communications
* Controls, Control, and Management
* The Manager and the Management Sciences
V Managerial Organization
* New Needs and New Approaches
* The Building Blocks of Organization…
* … And How They Join Together
* Design Logics and Design Specifications
* Work- and Task- Focused Design: Functional Structure and Team
* Result - Focused Design: Federal and Simulated Decentralization
* Relations - Focused Design: The Systems Structure
* Organization Conclusions
V Top Management: Tasks, Organization, Strategies
* Georg Siemens and the Deutsche Bank
V Top - Management Tasks and Organization
* Top - Management Tasks
* Top - Management Structure
* Needed: An Effective Board
V Strategies and Structures
* On Being the Right Size
* Managing the Small, the Fair - Sized, the Big Business
* On Being the Wrong Size
* The Pressures for Diversity
* Building Unity Out of Diversity
* Managing Diversity
* The Multinational Corporation
* Managing Growth
* The Innovative Organization
* Conclusion: The Legitimacy of Management
V The Pension Fund Revolution
Google Books
V Adventures of a Bystander
* Proluge: A bystander is born
V Report from Atlantis
* Grandmother and the twentieth century
* Hemme and Genia
* Miss Elsa and Miss Sophy
* Fruedian myths and Fruedian realities
* Count Traun-Trauneck and the actress Maria Mueller
V Young man in an old world
* The Polanyis
* The man who invented Kissinger
* The monster and the lamb
* Noel Brailsford—the last of the dissenters
* Ernest Freeberg’s World
* The bankers and the courtesan
V The Indian summer of innocence
* Henry Luce and Time-Life-Fortune
* The prophets: Buckminster Fuller and Marshall McLuhan
* The professional: Alfred Sloan
* The Indian summer of innocence
V Managing in Turbulent Times
* Introduction
V Managing the Fundamentals which pertain to TODAY's enterprise
* Introduction
* Adjusting for Inflation
* Managing for liquidity & financial strength
* Managing the productivities of all resources (PIMS)
* Earning today the cost of staying in business.
V Managing for TOMORROW
* Tomorrow is being made today
* Concentrating resources on results
* Sloughing off yesterday
* Managing Growth
* Managing Innovation & Change
* Business Strategies for Tomorrow
* Management Performance: preparing today's business for the future
V Managing the Sea-Change: The New Population Structure and the New Population Dynamics
* Introduction
* The New Population Realities—Labor forces and customers
* Institutional affects
* From "Labor Force" to "Labor Forces"
* The End of Mandatory Retirement Age
* The "Double-Headed Monster"
* Job Needs
* The Need for Redundancy Planning
V Managing in Turbulent Environments
* In three related facets of its environment management faces new realities, challenges, uncertainties
* Economic
* Social
* Political
V The challenge to Management
* Management is now being stridently attacked
* Management will survive
* Management is the organ of institutions
* The form which management will take may be quite different tomorrow
V Toward the Next Economics and Other Essays
* Toward The Next Economics
* Saving The Crusade: The High Cost Of Our Environmental Future
* Business & Technolgy
* Multinationals & Developing Countries (Myths and Realities)
* What Results Should You Expect? A User's Guide to MBO
* The Coming Rediscovery Of Scientific Management
* The Bored Board
* After-Fixed Age Retiremant Is Gone
* Science & Industry : Challenges of Antagonistic Interdependence
* How To Guarantee Non-Performance (Public Service Program)
* Behind Japan's Success
* A View of Japan Through Japanese Art
V The Changing World of The Executive
* A Society of Organizations
V EXECUTIVE AGENDA
* Inflation-Proofing the Company
* A scorecard for managers
* Helping Small Business Cope
* Is Executive Pay Excessive?
* On Mandatory Executive Retirement
* The Real Duties of A Director
* The Information Explosion
* Learning From Foreign Management
V BUSINESS PERFORMANCE
* Delusion of Profits
* Aftermath of a Go-Go Decade
* Managing Capital Productivity
* Six durable Economic Myths
* Measuring Business Performance
* Why Consumer's Aren't Behaving
* Good Growth and Bad Growth
* The Re-Industrialization Of America
* The Danger of Excessive Labor Income
V THE NON-PROFIT SECTOR
* Managing the Non-Profit Institution
* Managing the Knowledge Worker
* Meaningful Government Reorganization
* The Decline of Unionization
* The Future of Health Care
* The Professor as Featherbedder
* The Schools in 1990
V PEOPLE AT WORK
* Unmaking the Nineteenth Century
* Retirement Policy
* Report on the Class of 68
* Meaningful Unemployment Figures
* Baby Boom Problems
* Planning for Redundant Workers
* Job as a Property Right
V THE CHANGING GLOBE
* The rise of Production Sharing
* Japan's Economic Policy Turn
* The Battle Over Co-Determination
* A troubled Japanese Juggernaut
* India & appropriate Technolgy
* Toward a New Form of Money?
* How Westernized Are the Japanese?
* Needed: A Full-Investment Budget
* A return to Hard Choices
* THE MATTER OF BUSINESS ETHICS
V Innovations & Entrepreneurship
V Preface
* Entrepreneurship is a means to an end
V Introduction: The entrepreneurial economy
* Shifting Composition of the Economy
* Early stages of a major technological transformation
* Where did the new jobs come from
V These low-tech businesses are examples of a new technology
* Application of knowledge to human work
* Entrepreneurial Management
* Most High-Tech still being managed as inventors rather than
* Management is making a new America
V The practice of innovation
* Systematic Entrepreneurship
* Meaning of Entrepreneurship & Innovation
* Purposeful Innovation & the 7 Sources of Innovative Opportunity
V Sources of innovative opportunity
* Introduction
* Sources Within the Enterprise or Industry
* Changes outside the Enterprise or Industry
* The Bright Idea
* Principles of Innovation (hard core of the discipline)
V The practice of entrepreneurship
* The Entrepreneurial Business (existing)
* The New Venture
* Entrepreneurship in the Service Institution
V Entrepreneurial strategies (practices/polices in the market place)
* Introduction
V Strategies that aim at introducing an innovation
* Fustest with the Mostest
* “Hit Them Where They Ain’t”
* Ecological Niches
V Changing Values and Characteristics (creating a customer)
* The Strategies
* “But this is nothing but elementary marketing”
* Entrepreneurial Strategy Summary
V Conclusion: The entrepreneurial society
V #1 An entrepreneurial society
* Everything outlives its usefulness
* Revolutions can’t be trusted
* Why innovation & entrepreneurship can work.
* What we need is an entrepreneurial society
V #2 What will not work
* “Planning” is incompatible with Innovation & entrepreneurship
* High tech entrepreneur by itself
* There must be economy full of innovators & entrepreneurs
V #3 Social Innovations needed (2 examples)
* Policy to take care of redundant workers.
* Systematic abandonment of outworn social policies.
* #4 The New Tasks
V #5 The Individual in Entrepreneurial Society
* Individual face a tremendous challenge
* Need for continuous learning & relearning
* The assumptions about learning in the traditional society.
* In the entrepreneurial society.
* Modern Welfare State is dead
* Suggested readings
V Frontiers of Management
* The Future is Being Shaped Today
* Interview
V Economics
* The Changed World Economy
* America's Entrepreneurial Job Machine
* Why OPEC Had to Fail
* The Changing Multinational
* Managing Currency Exposure
* Export Markets and Domestic Policies
* Europe's High-Tech Ambitions
* What We Can Learn from the Germans
* On Entering the Japanese Market
* Trade with Japan: The Way It Works
* The Perils of Adversarial Trade
* Modern Prophets: Schumpeter or Keynes?
V People
* Picking People: The Basic Rules
* Measuring White Collar Productivity
* Twilight of the first-Line Supervisor?
* Overpaid Executives: The Greed Effect
* Overage Executives: Keeping Firms Young
* Paying the Professional Schools
* Jobs and People: The Growing Mismatch
* Quality Education: The New Growth Area
V Management
* Management: The Problems of Success
* Getting Control of Staff Work
* Slimming Management's Midriff
* The Information-Based Organization
* Are Labor Unions Becoming Irrelevant
* Union Flexibility: Why Its Now a Must
* Management as a Liberal Art
V The Organization
* The Hostile Takeover and Its Discontents
* Five Rules of Successful Acquisitions
* Innovative Organization
* The No-Growth Enterprise
* Why Automation Pays Off
* IBM's Watson: Vision for Tomorrow
* The Lessons of the Bell Breakup
* Social Needs and Business Opportunities
* Social Innovation—Management's New Dimension
* Priorities
V The New Realities
V The realities
V “Next century” is already here
* Well advanced into it
V Are different
* Power centers
* Proof
V The toughest problems we face
* Problems created by the successes of the past
V Half-forgotten lessons of the past becoming relevant again
* 19th Century experiences
V This book
V Attempts to define … that will be realities for years to come
* Concerns
* Issues
* Controversies
V Focuses on what to do today
* In contemplation of tomorrow
V Attempts to set the agenda
* Within limitations
* No discussion of
V Faulted for
* Not being ambitious enough
* No chapter on technology per se
V Political realities
V The divide
* Political terra incognita with few familiar landmarks to guide us
* The (1965-)1973 divide
V Organizing political principles
* No more salvation by society
* The end of FDR's America
* Government
* The Change in politics
V When the Russian Empire is gone
* The Last Colonial Power
* The completion of the shift from “European” history to “world” history
* What it means for the United States
* North America as a New U.S. Concern
V Now that arms are counterproductive
* Arms race
* Arms
* Army No More School of the Nation
* Military Aid and Political Malperformance
* Cutting arms is not enough
* What is required
V Government and political process
V Government
* Not the only power center
* From omnipotent government to privatization
* What can governments do?
* The limits of the fiscal state
V Society and polity has become pluralist
* Developed non-Communist countries
* Each
* Both are now full of power centers
* Pose major challenges to
* New pluralism of society
* New pluralism of the polity
V The changed demands of political leadership
* Recent campaigns
* None of the traditional… fit the new political realities
* Forces politics and politicians to be “dull”
* Public distrust of traditional leaders
* Political motto for the new political realities: “Beware Charisma!”
* Competent leaders vastly preferable
* Tremendous political tasks ahead
V Economy, ecology, and economics
V Transnational economy
* The main features, challenges, opportunities
* Manufacturing is increasingly becoming uncoupled from labor
* The raw material economy and the industrial economy have become “uncoupled”
* The economy is becoming less material-intensive
* From international to transnational
* No more superpower (Countries or companies)
* Adversarial trade and reciprocity
* Protecting the transnational economy
V Transnational ecology
* The endangered habitat of the human race
* The crucial environmental needs
V Economic development
* The successes
* The Dismal Failures
* The Policies That Worked
* The end of the development promise
V Economics
* Many policies of post WW II have not worked
* Great progress & productivity
* Need a new synthesis that simplifies
V The new knowledge society
V The post-business (knowledge) society
* Shift to the knowledge society
* Shift to the post- business society
* Management
* Business
* Schools of business imported of management
* Knowledge workers and business
* University diploma
* Workers without college credentials
V Two countercultures
* “Countercultures”
* American labor force
* Labor union
V The information-based organization
* Typical large organization
V Management as social function and liberal art
* Mis-managers
* Management …
V The shifting knowledge base
* Teaching
* Educational Responsibilities
* The American School and Its Priorities
* Learning how to learn
* Educated person
* From teaching to learning
* The New Leaning Technology
* What is knowledge?
V Conclusion: New world view: From analysis to perception
V The mechanical universe
* Steam engine
* Model of technology
* Fossil fuels
* Motive power
V A new age is born—A new basic civilization came into being
* Information will be the organizing principle for work
* Tremendous impact on civilization
V The social impacts of information
* Impact of the information technologies
* The social impacts
V Organization form and function
* A central challenge
* Mechanical systems
* Biological systems
* Information based society
V From analysis to perception
* Technology
* Basic technological change
* Computer
* Mechanical universe
* Biological universe
* I think therefore I am imported I see therefore I am
* Increasingly balance conceptual and perceptual
V Managing The Nonprofit Organization -- Principles And Practices
V Preface
* NPOs are central to American society and are indeed its most distinguishing feature
* NPOs “product” is a changed human being
* Need management so they can concentrate on their mission
* NPOs — America’s resounding success in the last 40 years
* Face very big and different challenges
V The mission comes first and your role as a leader
* The commitment (of the NPO)
* Leadership is a foul-weather job
* Setting new goals — interview with Frances Hesselbein (Girl Scouts)
* What the leader owes — interview with Max De Pree (Herman Miller, Inc. & Fuller Theological Seminary)
* Summary: The action implications
V From mission to performance (effective strategies for marketing, innovation, and fund development)
* Converting good intentions into results
* Winning strategies
* Defining the market — interview with Philip Kotler (Northwestern University)
* Building the donor constituency — interview with Dudley Hafner (American Heart Association)
* Summary: The action implications
V Managing for performance (how to define it; how to measure it)
* What is the bottom line when there is no “bottom line”?
* Don’t’s and Do’s — The basic rules
* The effective decision
* How to make the schools accountable — interview with Albert Shanker (American Federation of Teachers)
* Summary: the action implications
V People and relationships -- your staff, your board, your volunteers, your community
* People decisions (hire, fire, place, promote, develop, teams, personal effectiveness)
* The key relationships
* From volunteers to unpaid staff — interview with Father Leo Bartel (Social ministry of the Catholic Diocese)
* The effective board — Interview with Dr. David Hubbard (Fuller Theological Seminary)
* Summary: The action implications
V Developing yourself -- as a person, as an executive, as a leader
* You are responsible
* What do you want to be remembered for?
* Non-profits: the second career — interview with Robert Buford (Leadership network & PFD Foundation for Non-Profit Management)
* The woman executive in the non-profit institution — interview with Roxanne Spitzer-Lehmann (St. Joseph Health System)
* Summary: The action implications
* What will you do tomorrow as a result of reading this book? And what will you stop doing?
V Managing For The Future
* Preface
* Interview: Notes on the Post-Business Society
V Economics