V
Peter Drucker — Book Contents
*
rlaexp.com sitemap
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The End of Economic Man 1939 (here)
*
Introduction to the Transaction Edition
*
Preface
*
Foreword
*
The Anti-Fascist Illusion
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The Despair of the Masses
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The Return of the Demons
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The Failure of the Christian Churches
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The Totalitarian Miracle
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Fascist Noneconomic Society
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Miracle or Mirage?
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The Future: East Against West?
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Appendix
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The Future of Industrial Man 1942 (here)
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Introduction to the Transaction Edition
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The War for the Industrial Society
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What Is a Functioning Society?
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The Mercantile Society of the Nineteenth Century
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The Industrial Reality of the Twentieth Century
*
The Challenge and the Failure of Hitlerism
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Free Society and Free Government
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From Rousseau to Hitler
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The Conservative Counter Revolution of 1776
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A Conservative Approach
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Concept of the Corporation 1946 (here)
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Introduction To The Transaction Edition
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Preface To The 1983 Edition
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Preface To The Original Edition
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Capitalism In One Country
*
Capitalism in one country
*
The profit motive
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Big business
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The large corporation as autonomous
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Its function in society
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Can the two be harmonized?
*
Idealism and pragmatism, both leading to totalitarianism
>
The Corporation As Human Effort
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Organization for Production
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Experience in the war
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The problem of leadership
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Recruiting and training
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Specialists and "generalists"
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Policy and initiative
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A yardstick of efficiency
>
Decentralization
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General Motors' policies
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Line and staff
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An essay in federalism
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Central and divisional management
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Service staffs
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Bonuses
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The "Sloan meetings"
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Freedom and order
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Base pricing
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Competition in the market
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How Well Does It Work?
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The conversion to war production
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Reconversion to peacetime work
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Isolation of the top executives
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Customer relations
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Dealer relations
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Community relations
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General public relations
>
The Small Business Partner
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New-car sales and the used-car market
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The dealer's franchise
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Loans to dealers
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Decentralization as a Model?
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Decentralization for other industries
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The Fisher Body Division
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Chevrolet
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The competitive market check
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The production of leaders
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The Corporation As A Social Institution
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The American Beliefs
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Equal opportunity
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Uniqueness of the individual
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"Middleclass" society
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Are opportunities shrinking?
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Emphasis on education
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Dignity and status in industrial society
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Assembly-line "monotony"
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The failure of paternalism
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Can the unions do it?
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The Foreman: The Industrial Middle Class
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The foreman
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His opportunities
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The "forgotten man"
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The drive to unionize foremen
>
The Worker
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The worker's industrial citizenship
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Training
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The plant community
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Lessons of the war
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Flexibility of mass production
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The worker's pride and interest
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Inventiveness
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"Social gadgeteering"
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Suggestion plans
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Plant services
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The wage issue
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The strike against General Motors
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Profits, pricing, and wages
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The annual wage
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Collectivism not the answer
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Worker's participation in management
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Economic Policy In An Industrial Society
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The "Curse of Bigness"
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Society's stake in corporation policy
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Monopoly
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The old theories
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Supply and demand
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Efforts to regulate
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The "curse of bigness"
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Economics and technological necessity
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General Motors service staffs
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Policy-making and long-term interests
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Social stability
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Production for "Use" or for "Profit"?
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Risks
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Expansion
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Capital requirements
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The profit motive
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"Creative instincts"
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The lust for power
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The market theory
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Price
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Economic wants
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"Economic planning"
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Social needs
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The market as yardstick
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Individual wants
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The socialist counterargument
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Self-interest
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Is Full Employment Possible?
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Depressions
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The business cycle
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Public works programs
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The challenge to business leaders
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The calendar year strait jacket
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Cyclical taxes
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Reserves for employment funds
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Unemployment insurance
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Union wage policies
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Capital for new ventures
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Economic policy for a free-enterprise society
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The threat of total war
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Epilogue (1983)
>
The New Society — The Anatomy of Industrial Order 1950 (here)
*
Contents
*
Introduction to the Transaction Edition
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Preface to the 1962 Edition
*
Introduction: The Industrial World Revolution
>
First Part: The Industrial Enterprise
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1. The New Social Order
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2. The Enterprise in Modern Society
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3. The Anatomy of Enterprise
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4. The Law of Avoiding Loss
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5. The Law of Higher Output
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6. Profitability and Performance
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Second Part: The Problems of Industrial Order: The Economic Conflicts
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7. The Real Issue in the Wage Conflict
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8. The Worker's Resistance to Higher Output
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9. The Hostility to Profit
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Third Part: The Problems of Industrial Order: Management and Union
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10. Can Management Be a Legitimate Government?
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11. Can Unionism Survive?
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12. Union Needs and the Common Weal
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13. The Union Leader's Dilemma
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14. The Split Allegiance Within the Enterprise
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Fourth Pt: The Problems of Industrial Order: The Plant Community
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15. The Individual's Demand for Status and Function
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16. The Demand for the Managerial Attitude
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17. Men at Work
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18. Is There Really a Lack of Opportunity?
*
19. The Communications Gap
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20. Slot-Machine Man and Depression Shock
>
Fifth Part: The Problems of Industrial Order: The Management Function
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21. The Threefold Job of Management
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22. Why Managements Don't Do Their Job
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23. Where Will Tomorrow's Managers Come From?
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24. Is Bigness a Bar to Good Management?
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Sixth Part: The Principles of Industrial Order: Exit The Proletarian
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25. Labor as a Capital Resource
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26. Predictable Income and Employment
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27. The Worker's Stake in Profit
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28. The Threat of Unemployment
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Seventh Part: The Principles of Industrial Order: The Federal Organization of Management
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29. "The Proper Study of Mankind Is Organization"
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30. Decentralization and Federalism
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31. Is a Competitive Market Necessary to Management?
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Eighth Pt: The Principles of Industrial Order: The Self-Governing Plant Community
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32. Community Government and Business Management
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33. "Management Must Manage"
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34. The Worker and His Plant Government
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35. Plant Self-Government and the Union
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Ninth Part: The Principles of Industrial Order: The Labor Union as a Citizen
*
36. A Rational Wage Policy
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37. How Much Union Control Over the Citizen?
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38. When Strikes Become Unbearable
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Conclusion: A Free Industrial Society
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Epilogue to the 1962 Edition
>
The Practice of Management 1954 (here)
*
The Practice of Management Peter F. Drucker
*
Book information
*
Contents
*
Preface
>
Introduction: The Nature of Management
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The Role of Management
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The Jobs of Management
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The Challenge to Management
>
Part One: Managing a Business
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The Sears Story
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What Is a Business?
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What Is Our Business—and What Should It Be?
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The Objectives of a Business
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Today's Decisions for Tomorrow's Results
>
The Principles of Production
*
Overview
*
Introduction
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The Three Systems of Production
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Unique-Product Production
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Mass Production "Old Style" and "New Style"
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Process Production
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What Production Systems Demand of Management
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Automation-Revolution or Gradual Change?
>
Part Two: Managing Managers
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The Ford Story
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Management by Objectives and Self-Control
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Managers Must Manage
>
The Spirit of an Organization
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Practice, not Preachments
*
The Danger of Safe Mediocrity
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The Need for Appraisal
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Compensation as Reward and Incentive
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Overemphasizing Promotion
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A Rational Promotion System
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The Management Charter
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Whom Not to Appoint to Management Jobs
*
What about Leadership?
*
Chief Executive and Board
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Developing Managers
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Part Three: The Structure of Management
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What Kind of Structure?
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Building the Structure
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The Small, the Large, the Growing Business
>
Part Four: The Management of Worker and Work
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The IBM Story
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Employing the Whole Man
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Is Personnel Management Bankrupt?
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Human Organization for Peak Performance
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The Economic Dimension
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The Supervisor
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The Professional Employee
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Part Five: What It Means to Be a Manager
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The Manager and His Work
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Making Decisions
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The Manager of Tomorrow
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Conclusion: the Responsibilities of Management
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Selected Bibliography
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Index
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Landmarks of Tomorrow 1957 (here)
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This Post-Modern World
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The New World-View
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From Progress to Innovation
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1. The New Perception of Order
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2. The Power of Innovation
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3. Innovation—The New Conservatism?
>
Beyond Collectivism and Individualism
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1. The New Organization
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2. From Magnate to Manager
*
3. Beyond Collectivism and Individualism
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The New Frontiers
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The Educated Society
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1. The Educational Revolution
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2. Society's Capital Investment
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3. Education for What?
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"Up to Poverty"
*
1. The Frontier of Development
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2. Building an Industrial Society
>
Modern Government in Extremis
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1. The End of the Liberal State
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2. The New Pluralism
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The Vanishing East
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The Work to Be Done
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The Human Situation Today
>
Managing For Results 1964 (here)
>
Understanding the business
>
The business realities
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There are three different dimensions to the economic task
*
One unified strategy
*
Requires an understanding of the true realities
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The generalizations regarding results and resources
*
The generalizations regarding efforts within the business and their cost.
>
Result area identification
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Nothing succeeds like concentration on the right business.
*
The basic business analysis
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Identify & understand those areas in a business for which results can measured
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Defining the product/service
*
3 dimensions of business results
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The burden of pushing through the step-by-step process of analysis
>
Revenues, resources, prospects
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Relate result areas to the revenue contribution and share of cost burden
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Allocation of key resources to each result area.
*
Leadership position and prospects of each result area.
>
Tentative diagnosis of result areas
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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
>
Cost analysis
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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
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Format
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Conclusions:
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Market analysis
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Introduction
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The marketing realities
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These marketing realities lead to one conclusion
*
The market analysis
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Market analysis is a good deal more than ordinary market research or customer research
*
Other books
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Analytical questions
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Analysis worksheets
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Picture
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Knowledge analysis
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Knowledge
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Need a leadership position and differentiation
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Uncovering one's specific business knowledge strengths
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Need to learn to set goals and measure in terms of one's specific knowledge
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Knowledge realities
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Evaluations (diagnosis)—how good is our knowledge?
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The conclusions
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Superimpose
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Combining the various analysis
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Market analysis --> knowledge analysis: Needs for new or changed knowledge.
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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)
>
The end result of the self-analysis
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The business's contribution
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Knowledge area excellences
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Target result areas
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Vehicles required to reach these targets
*
The leadership position required in each result area
>
Focus on opportunity
>
Building on strength
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Ideal business concept
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Maximizing opportunities
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Maximizing resources
*
What these approaches have in common
*
The three together (what they do)
*
Procedure
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Finding business potential
*
Restraints & limitations
*
Imbalances—turning weaknesses into strengths
*
Threats
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Conclusion
>
Making the future today
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The future
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The future that has already happened
*
Making the future happen (the power of an idea)
>
Performance program
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Key decisions
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Idea of the business
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The specific excellence the business needs
*
The priorities
*
The key decisions must be made systematically.
>
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
>
Implementing the program
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Building economic performance into a business
*
Conclusion
>
The Effective Executive 1967 (here)
*
Preface
>
Introduction: What Makes An Effective Executive?
*
Get The Knowledge You Need
*
Write An Action Plan
>
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
>
1. Effectiveness Can Be Learned
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Why We Need Effective Executives
*
Who Is An Executive?
*
Executive Realities
*
The Promise Of Effectiveness
*
But Can Effectiveness Be Learned?
>
2. Know Thy Time
*
The Time Demands On The Executive
*
Time-Diagnosis
*
Pruning The Time-Wasters
*
Consolidating "Discretionary Time"
>
3. What Can I Contribute?
*
The Executive's Own Commitment
*
How To Make The Specialist Effective
*
The Right Human Relations
*
The Effective Meeting
>
4. Making Strength Productive
*
Staffing From Strength
*
How Do I Manage My Boss?
*
Making Yourself Effective
>
5. First Things First
*
Sloughing Off Yesterday
*
Priorities And Posteriorities
>
6. The Elements of Decision-making
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Two Case Studies In Decision-Making
*
The Elements Of The Decision Process
>
7. Effective Decisions
*
Decision-Making And The Computer
*
Conclusion: Effectiveness Must Be Learned
*
Index
>
Age of Discontinuity 1968 (here)
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Age of discontinuity (the picture—of the social landscape—that emerges)
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Knowledge Technologies
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End of Continuity
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New industries
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Aging "modern industries"
>
Industries on the horizon
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Information (application)
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Oceans
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Materials
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Megalopolis
>
New knowledge base
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Systems-configuration perception
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Experience to knowledge
*
Knowledge—the central economic resource
*
Employ knowledge rather than manual workers
*
Summary p 41
>
New entreprenuers
*
Dynamic of technology
*
Dynamic of markets
*
Innov organization
>
New economic policies
*
Tax laws & craft unions
*
Hidden protection/open subsidy
*
Cues from growing edges of the world economy
*
New vs decay
>
From BEYOND THE NEXT ECO
*
WE are in the midst of a revolution
>
Central Policy Problems
*
Productivity
*
Capital Formation
>
2 Theoretical Approaches (which alone) during the
>
Last 10 -15 years have shown consistent predictive power
*
Rational Expectations
>
Empiracle studies which demonstrate that the key policies do not
*
Work in the international economy.
>
Keynes & the reality he exposed cannot be ignored.
*
Must transcend him
*
The threat of totalitarianism
>
World economy
>
Global Shopping Center
*
Mass consumption / common demand
*
Global Money & Credit
*
An Institution to represent the world economy
>
Making the poor productive (colored races)
>
World divided into those who know how & those who don't
*
Threat of world revolution
>
Need a theory of economic development
*
Things that won't work
>
Might work
*
Venture capital
*
Multinational corp for develop local people & business.
>
Dangers in development
*
The split old vs new.
>
Beyond the new economics
*
Inability to manage the economy
>
Need:
*
Theory of eco dynamics
*
Theoretical understanding of technological innovation
>
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.
>
Society of organizations
>
New pluralism
*
Symbiosis of organizations
*
Need for a theory
>
Theory of Organizations
>
Making organizations perform
*
Goals & Objectives
>
Management
*
Joint performance and integrated into a common understanding
*
Personal Effectiveness
>
Organ. & The Quality of Life
*
Responsibility of the organization
*
The legitimacy of Organization
>
Sickness of Government
*
Farm out the doing to business & private institutions
*
Abandonment.
>
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
shift to knowledge as foundation of work & performance. (Knowledge the new capital)
>
Knowledge Economy (production, distribution, procuring ideas & info)
*
Central factor of production
*
Imp to inter eco
>
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
>
Work & worker in the Knowledge Society
*
Teams, MBO, task rule
*
2nd career K workers below top rank
>
Problems of transitions for:
*
Unskilled
*
Skilled
*
Negro
>
Has Success spoiled the schools?
>
Public concern
>
Largest community expenditure
*
Production vs spending
*
Results vs student effort
*
Learned to learn
*
Contin ed.: best time to learn
>
Impacts of long years of school
*
Limbo adolescence
*
Drop out: unemployable
>
Most serious:
*
Diploma curtain determines opp
>
New learning & teaching
*
Right tools & methods
*
Teaching & learn
>
Politics of knowledge
*
Organ. K & search for it around areas of appliction rather than subject
*
Equal opp for education
>
High cost = gov. Support. Q's control of
*
Direction
*
Priorities
*
Results
>
Does knowledge have a future? (Morality)
>
How people of knowledge accepts & discharge his responsibility
*
Will largely determine the future of knowledge & whether know
*
Has a future.
*
See Population Changes
>
Technology, Management and Society 1970 (here)
*
Title
*
Book info and copyright
*
Contents
*
Preface
>
Information, Communications and Understanding
>
What We Have Learned
*
Communication Is Perception
*
Communication Is Expectations
*
Communication Is Involvement
*
Communication and Information Are Different and Largely Opposite—Yet Interdependent
>
Management's New Role
>
35-1The Old Assumptions
*
Management is management of business, and business is unique and the exception in society
*
"Social responsibilities" of management
*
The primary task of management is to mobilize the energies of the business organization
*
It is the manual worker
*
Management is a “science” or at least a “discipline"
*
Management is the result of economic development
*
Oversimplification
>
35-2—And the New Realities
*
Every major task of developed society is being carried out
*
Because our society is rapidly becoming a society of organizations
*
Entrepreneurial innovation will be as important to management as the managerial function
*
A primary task of management in the developed countries in the decades ahead
*
There are management tools and techniques
*
Management creates economic and social development
*
Admittedly, these new assumptions oversimplify
>
Work and Tools
*
Work and Tools-1
*
Work and Tools-2
*
Work and Tools-3
*
Work and Tools-4
>
Technological Trends in the Twentieth Century
*
The Structure of Technological Work
*
The Methods of Technological Work
*
The Systems Approach
>
Technology and Society in the Twentieth Century
*
The Pretechnological Civilization of 1900
>
Technology Remakes Social Institutions
*
Emancipation of Women
*
Changes in the Organization of Work
*
The Role of Education
*
Change in Warfare
*
A Worldwide Technological Civilization
*
Man Moves into a Man-made Environment
*
Modern Technology and the Human Horizon
*
Technology and Man
>
The Once and Future Manager
*
The Conglomerates Will Be the Stranded Giants of the Next Decade
*
Never Look at Any One Measure Alone in Any Business; Look at Multiple Measures
*
The First Yardstick by Which Management Is Judged Is, Do They Keep Us Busy?
*
The Facts and the Myth of Job Mobility in America Are Not Necessarily the Same
*
Small Business Has Done Much Better Than Any Other in the Last Twenty Years
*
The Main Impact of the Computer Has Been to Create Unlimited Jobs for Clerks
*
The Job Which Most Managers Were Brought Up to Spend Most Time on Will Disappear
*
Is the Traditional Organization Structure Going to Work Tomorrow as It Has till Now?
*
Managers Have to Accept That Industrial Relations Will Become Increasingly Bitter
*
The First Technological Revolution and Its Lessons
>
Long-Range Planning
>
What long-range planning isn't
*
It is not “forecasting”
*
It does not deal with future decisions
*
Is not an attempt to eliminate risk
*
What long-range planning is
>
Why should we even talk about ‘long-range planning,’ let alone do it?”
*
The time-span of entrepreneurial and managerial decisions has been lengthening so fast
*
Speed and risk of innovation
*
Growing complexity both of the business enterprise internally, and of the economy and society
*
The typical businessman's concept of the basis of entrepreneurial decision is a misconception
*
Summary
*
Long-range planning is a decision making process
>
The requirements of long-range planning
>
The characteristics of the process itself
>
Eight elements of entrepreneurial decisions
*
(a) Objectives
*
(b) Assumptions
*
(c) Expectations
*
(d) Alternative courses of action
*
(e) The decision itself
*
(f) Part of a decision-structure
*
(g) An impact stage
*
(h) And, finally, there are results
*
Each of these elements of the process deserves an entire book by itself
>
Specific new knowledge content
*
(a) The time dimensions of planning
*
(b) Decision structure and configuration
*
(c) The characteristics of risks
*
(d) Finally, there is the area of measurements
*
Managerial knowledge—the knowledge with respect to the operations of a business
*
Big problems of knowledge in the entrepreneurial task that I have not mentioned
>
Conclusions
*
(a) Basic theory and conceptual thinking
*
(b) The knowledge we need is new knowledge
*
(c) Risk-taking decisions with long futurity
*
Long-range planning is risk-taking decision making
>
Business Objectives and Survival Needs
>
71-1 The Need for a Theory of Business Behavior
*
72-1 Inability of the layman to understand modern business enterprise and its behavior
*
72-2 Lack of any bridge of understanding between the macroeconomics of an economy and the microeconomics
*
72-3 Absence of a genuine theory of business enterprise
*
72-4 The businessman’s own attitude toward theory
>
75 What Are the Survival Needs of Business Enterprise?
*
76 A human organization designed for joint performance and capable of perpetuating itself
*
77 The enterprise exists in society and economy
*
78 Specific purpose of business
*
79 This all happens in a changing economy and a changing technology
*
80 Profitability
*
81The Work to Be Done
*
82 An Operational View of the Budgeting Process
>
The Manager and the Moron
*
84 The Obsolescence of Experience
*
85 Enter the Knowledge Utility
*
86 A New Age of Information
*
87 Managing the Moron
*
88 Beyond the Numbers Barrier
*
The Technological Revolution: Notes on the Relationship of Technology, Science, and Culture
*
Can Management Ever Be a Science?
>
Men, Ideas, and Politics 1971 (here)
*
Men, ideas & politics: essays‎
>
Preface
>
“Political (or social) ecology”
*
Society, polity, and economy are “nature” to man, who cannot be understood apart from and outside of them
>
Seen together in order to be seen at all, let alone to be understood
*
Men
*
Ideas
*
Institutions
*
Actions
*
The aim is an understanding of the specific natural environment of man, his “policical ecology,” as a prerequisite to effective and responsible action, as an executive, as a policy-maker, as a teacher, and as a citizen.
*
The New Markets And The New Entrepreneurs
*
The Unfashionable Kierkegaard
*
Notes On The New Politics
*
This Romantic Generation
*
Calhoun’s Pluralism
*
American Directions
*
The Secret Art Of Being An Effective President
*
Henry Ford
*
The American Genius Is Political
*
Japan Tries For A Second Miracle
*
What We Can Learn From Japanese Management
*
Keynes: Economics As A Magical System
*
The Economic Basis Of American Politics
>
Management: Tasks, Responsibilities, Practices 1973 (here)
*
Preface - The Alternative to Tyranny
>
Introduction - From Management Boom to Management Performance
*
The Emergence of Management
*
The Management Boom and Its Lessons
*
The New Challenges
>
The Tasks
*
The Dimensions of Management
>
Performance
>
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
>
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
>
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”
>
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:
>
The Manager: Work, Jobs, Skills, and Organization
*
Why Managers?
>
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
>
Managerial Skills
*
The Effective Decision
*
Managerial Communications
*
Controls, Control, and Management
*
The Manager and the Management Sciences
>
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
>
Top Management: Tasks, Organization, Strategies
*
Georg Siemens and the Deutsche Bank
>
Top - Management Tasks and Organization
*
Top - Management Tasks
*
Top - Management Structure
*
Needed: An Effective Board
>
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
>
Adventures of a Bystander 1978 (here)
*
Preface to the New Edition
*
Proluge: A bystander is born
>
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
>
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
>
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
>
Managing in Turbulent Times 1980 (here)
*
Managing in Turbulent Times OCR output
*
Contents
*
Introduction
>
1. Managing the Fundamentals
*
Adjusting for Inflation
*
Managing for Liquidity and Financial Strength
*
Managing Productivities
*
The Productivity of the Knowledge Worker
*
The Costs of Staying in Business vs. the Delusion of Profit
>
2. Managing for Tomorrow
*
Concentrating Resources on Results
*
Sloughing Off Yesterday
*
Managing Growth
*
Managing Innovation and Change
*
Business Strategies for Tomorrow
>
A Scorecard for Managers
*
1. Performance in appropriating capital
*
2. Performance in people decisions
*
3. Performance in innovation
*
4. Strategies versus performance
>
3. Managing the Sea-Change: The New Population Structure and the New Population Dynamics
>
The New Realities
*
The Unique Russian Dilemma
*
The End of the Migrations
>
Production Sharing: The Transnational Integration
*
The Need for New Theories, New Concepts, and New Measurements
*
From Multinational Corporation to Transnational Confederation
*
The New Consumer Markets
*
The Implications for Managerial Strategies
>
From "Labor Force" to "Labor Forces"
*
The Misleading Unemployment Figures
*
The Need for Different Personnel Policies
*
—And for Benefit Options
>
The End of Mandatory Retirement Age
*
The Need for a Second Career
*
The "Double-Headed Monster
>
Job Needs in the Developing Countries
*
Job Needs in the Developed World
*
The Need for Redundancy Planning
>
4. Managing in Turbulent Environments
*
The Integrated World Economy
*
Transnational World Money
*
The End of Sovereignty
*
The Fractured World Polity
*
The World Economy's Almost-Developed Countries
*
Business Policies for the World Economy
>
The Employe Society
*
The Employed Middle Class
>
"Power Follows Property"
*
And Responsibility Follows Knowledge
*
Can the Labor Union Survive?
>
Business Enterprise as a Political Institution
*
The Society of Institutions
*
The Power of the Small Minority
>
Managing in a Political Environment
*
The Manager as Political Activist
*
Conclusion: The Challenge to Management
>
Toward the Next Economics and Other Essays 1981 (here)
*
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
>
The Changing World of The Executive 1982 (here)
*
A Society of Organizations
>
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
>
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
>
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
>
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
>
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
>
Innovation and Entrepreneurship 1985 (here)
*
Innovation and Entrepreneurship
*
Contents
>
Preface
*
This book presents innovation and entrepreneurship as a practice and a discipline
*
It does not talk of the psychology and the character traits of entrepreneurs
*
It talks of their actions and behavior
*
It uses cases, but primarily to exemplify a point, a rule, or a warning
*
The work thus differs, in both intention and execution, from many of the books
*
It shares with them the belief in the importance of innovation and entrepreneurship
*
This book represents innovation and entrepreneurship as purposeful tasks that can be organized
*
This is a practical book, but it is not a “how-to” book
>
Innovation and entrepreneurship are discussed under three main headings
*
Each of these is an “aspect” of innovation and entrepreneurship rather than a stage
*
Part I presents innovation alike as purposeful and as a discipline
*
Part II focuses on the institution that is the carrier of innovation
*
Part III talks of bringing an innovation successfully to market
>
These three parts are flanked
*
An introduction that relates innovation and entrepreneurship to the economy
*
A conclusion that relates them to society
*
Entrepreneurship is neither a science nor an art
*
It is a practice
>
It has a knowledge base
*
My work on innovation and entrepreneurship began in the mid-fifties
>
Introduction: The Entrepreneurial Economy
>
I — A profound shift from a “managerial” to an “entrepreneurial” economy
*
Changes in the labor force
*
II — Not just high tech jobs
*
III — No one single source
*
IV — New technology: entrepreneurial management
*
V — On management and its role
>
The Practice Of Innovation
>
Systematic Entrepreneurship
*
I Who is an entrepreneur?
*
II Traditional economics vs. The Entrepreneur
*
III Should be low risk
>
Purposeful Innovation and the Seven Sources for Innovative Opportunity
>
Source: The Unexpected
>
The Unexpected Success
*
No other area offers richer opportunities for successful innovation
*
No other area are innovative opportunities less risky and their pursuit less arduous
*
The unexpected success is almost totally neglected; worse, managements tend actively to reject it
*
R. H. Macy, “We don’t know how to stop the growth of appliance sales.”
*
It is never easy for a management to accept the unexpected success
*
Major U.S. Steel companies rejection of mini-mills
*
It takes an effort to perceive in the “enemy” one’s own best opportunity
*
Top management people have typically grown up in one function or one area
>
The unexpected success can be galling
*
And then this “dog” runs away with the market
*
The unexpected success is a challenge to management’s judgment
*
Swiss pharmaceutical company today has world leadership in veterinary medicines
*
Far more often, the unexpected success is simply not seen at all
*
A leading hospital supplier introduced a new line of instruments for biological and clinical tests
*
Blindness of existing reporting systems
*
The opportunity for innovation offered by unexpected success requires analysis
*
It demands innovation
*
DuPont and Nylon
*
IBM and The New York Public Library
*
Matsushita
*
The search has to be organized
*
But management also needs to learn what the unexpected success demands of them
>
The Unexpected Failure
*
Indian padlock business
*
The first house
>
The right response
*
The unexpected event in a supplier’s business, and among the customers
*
A competitor’s unexpected success or failure is equally important
*
Innovation is perceptual fully as much as conceptual
*
The failure of the Ford Motor Company’s Edsel
>
The Unexpected Outside Event
*
IBM and the personal computer.
*
Book sales in the United States have soared since TV first came in
*
But not one of them represents diversification
*
These cases are big-company cases
>
Source: Incongruities
*
Incongruous Economic Realities
*
The Incongruity Between Reality And The Assumptions About It
*
The Incongruity Between Perceived And Actual Customer Values And Expectations
*
Incongruity Within The Rhythm Or Logic Of A Process
>
Source: Process Need
*
Necessity is the mother of invention
*
It exists within the process of a business, an industry, or a service
*
It starts out with the job to be done
*
It is task-focused rather than situation-focused
*
Yet usually no one does anything about it
*
William Connor’s conversion of the enzyme
*
Very few innovations based on process need are so sharply focused
*
Ottmar Mergenthaler designed the linotype for typesetting in 1885
*
In both these cases the process need was based on an incongruity in the process
>
Demographics are very often an equally powerful source
*
Bell Telephone System
*
The present rush into robotics
*
Mergenthaler’s linotype was also in large measure the result of demographic pressures
>
Program research
*
Photography
*
“Program research” is often needed to convert a process from potential into reality
*
The prototype innovator for this kind of process-need innovation was Edison
*
But its most successful applications are in small and clearly defined projects
*
Highway reflector that cut the Japanese automobile accident rate by almost two-thirds
*
World War I had created a public in the United States for national and international news
*
Successful innovations based on process needs require five basic criteria
>
There are, however, some important caveats
*
The need must be understood
*
We may even understand a process and still not have the knowledge to do the job
*
The solution must fit the way people do the work and want to do it
>
Opportunities for innovation based on process need can be found systematically
*
It has to be tested against the five basic criteria given above
*
The process need opportunity has to be tested also against the three constraints
>
Source: Industry and Market Structures
*
The Automobile Story
*
The Opportunity
*
When Industry Structure Changes
*
Transition from internal to external
>
Source: Demographics
*
I — Of all external changes, demographics are the clearest
*
II — Here are some examples of successful exploitation of demographic changes
*
III — Analysis of demographic changes begins with population figures
>
Source: Changes in Perception
*
"The Glass Is Half Full"
*
The Problem Of Timing
>
Source: New Knowledge
>
The Characteristics Of Knowledge-Based Innovation
*
Convergences
*
What Knowledge-Based Innovation Requires
>
The Unique Risks
*
The Shakeout
*
The Receptivity Gamble
>
The Bright Idea
*
Innovations based on a bright idea probably outnumber all other categories taken together
*
Yet bright ideas are the riskiest and least successful source of innovative opportunities
*
Attempts to improve the predictability have not been particularly successful
*
Equally unsuccessful have been attempts to identify the personal traits, behavior, or habits ...
*
This belief that you’ll win if only you keep on trying is a fallacy
*
Bright ideas are vague and elusive
*
The entrepreneur is therefore well advised to forgo innovations based on bright ideas
*
Systematic, purposeful entrepreneurs analyze the systematic areas
*
And yet an entrepreneurial economy cannot dismiss cavalierly the innovation based on a bright idea
>
Principles of Innovation
*
I—Brilliant ideas are not innovations
>
The Do's
*
Purposeful, systematic innovation begins with the analysis of the opportunities
*
Go out to look, to ask, to listen
*
An innovation, to be effective, has to be simple and it has to be focused
*
Effective innovations start small
*
A successful innovation aims at leadership
>
The Dont's
*
Don't try to be clever
*
Don't diversify, don't splinter, don't try to do too many things at once
*
Don't try to innovate for the future
>
Three Conditions
*
Innovation becomes hard, focused, purposeful work making very great demands on …
*
To succeed, innovators must build on their strengths
*
Innovation always has to be close to the market
*
The Conservative Innovator
>
The Practice Of Entrepreneurship
*
Entrepreneurial Management
>
The Entrepreneurial Business
*
I (Who innovates?)
>
Entrepreneurial Policies
*
A systematic policy of abandoning whatever is outworn, obsolete, no longer productive
*
Business X-Ray: a tool to find the right questions
*
Kami: Gap and Need Analysis
*
An entrepreneurial plan with objectives and deadlines
*
Summary
>
Entrepreneurial Practices
*
Focusing managerial vision on opportunity
*
What are you doing that explains your success?
*
Ideas from junior people
>
Measuring Innovative Performance
*
Each innovative project: Feedback from results to expectations
*
A systematic review of innovative efforts all together
*
Judging the company's total innovative performance
>
Structures
*
The entrepreneurial, the new, has to be organized separately from the old and existing
*
Must have a top manager with the specific assignment to work on tomorrow as an entrepreneur and innovator
*
Keep away from it the burdens it cannot yet carry
*
Developing appropriate controls
*
A person or a component group should be held clearly accountable
*
Are all these policies and practices necessary?
*
Staffing
>
The Dont's
*
The most important caveat is not to mix managerial units and entrepreneurial ones
*
Innovative efforts that take the existing business out of its own field are rarely successful
*
Acquire small entrepreneurial ventures
>
Entrepreneurship in the Service Institution
>
Obstacles to Innovation & some exceptions
>
There are three main reasons why the existing enterprise presents so much more of an obstacle
*
The public-service institution is based on a "budget" rather than being paid out of its results
*
A service institution is dependent on a multitude of constituents
*
Public-service institutions exist after all to "do good."
>
These are serious obstacles to innovation
*
The most extreme example around these days may well be the labor union
*
The university, however, may not be too different from the labor union
>
There are enough exceptions, even old and big ones, can innovate
*
One Roman Catholic archdiocese in the United States
*
American Association for the Advancement of Science
*
A large hospital on the West Coast
*
Girl Scouts of the U.S. A.
>
Entrepreneurial Policies
*
The public-service institution needs a clear definition of its mission
*
The public-service institution needs a realistic statement of goals
*
Failure to achieve objectives should be considered an indication that the objective is wrong …
>
Need to build into their policies and practices the constant search for innovative opportunity
*
One catholic archdiocese saw both as opportunities
*
American Association for the Advancement of Science
*
Girl Scouts
*
Even in government
*
The four rules outlined above constitute the specific policies and practices the PSI requires
*
Also needs to adopt those policies and practices that any existing organization requires
*
The Need To Innovate
>
The New Venture
*
The Need For Market Focus
*
Financial Foresight
*
Building A Top Management Team
*
"Where Can I Contribute?"
*
The Need For Outside Advice
>
Entrepreneurial Strategies
>
"Fustest with the Mostest"
*
Being "Fustest With The Mostest"
*
II
*
III
>
"Hit Them Where They Ain't"
*
Creative Imitation
*
Entrepreneurial Judo
>
Ecological Niches
*
The Toll-Gate Strategy
*
The Specialty Skill
*
The Specialty Market
>
Changing Values and Characteristics
*
Creating Customer Utility
*
Pricing
*
The Customer's Reality
*
Delivering Value To The Customer
>
Summary
*
Anyone who is willing to use marketing as the basis for strategy
*
Entrepreneurial strategies are as important as purposeful innovation and entrepreneurial management
*
But it is far less easy to be specific about entrepreneurial strategies
>
Conclusion: The Entrepreneurial Society
>
I — Institutions, systems, policies eventually outlive themselves
*
Revolutions are not the remedy
*
It results from senile decay
*
Innovation and entrepreneurship are thus needed in society as much as in the economy
*
They are pragmatic rather than dogmatic and modest rather than grandiose
*
A normal, ongoing, everyday activity, a practice in their own work and in that of their organization
>
What Will Not Work
*
Planning does not work
*
Have “high-tech entrepreneurship” by itself
>
The Social Innovations Needed
*
Take care of redundant workers
*
Organize the systematic abandonment of outworn social policies+obsolete public-service institutions
>
The New Tasks
*
The need for a massive reorientation
*
Tax policy
*
Protection of the new venture against the growing burden of ...
>
The Individual In Entrepreneurial Society
*
The need for continuous learning and relearning
*
The emergence of the entrepreneurial society may be a major turning point in history
*
Suggested Readings
*
Index
*
Index reformatted
>
Frontiers of Management 1986 (here)
*
The Future is Being Shaped Today
*
Interview
>
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?
>
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
>
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
>
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
>
The New Realities 1989 (here)
>
The realities
>
“Next century” is already here
*
Well advanced into it
>
Are different
*
Power centers
*
Proof
>
The toughest problems we face
*
Problems created by the successes of the past
>
Half-forgotten lessons of the past becoming relevant again
*
19th Century experiences
>
This book
>
Attempts to define … that will be realities for years to come
*
Concerns
*
Issues
*
Controversies
>
Focuses on what to do today
*
In contemplation of tomorrow
>
Attempts to set the agenda
*
Within limitations
*
No discussion of
>
Faulted for
*
Not being ambitious enough
*
No chapter on technology per se
>
Political realities
>
The divide
*
Political terra incognita with few familiar landmarks to guide us
*
The (1965-)1973 divide
>
Organizing political principles
*
No more salvation by society
*
The end of FDR's America
*
Government
*
The Change in politics
>
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
>
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
>
Government and political process
>
Government
*
Not the only power center
*
From omnipotent government to privatization
*
What can governments do?
V
*
The limits of the fiscal state
Money that can be raised to government purposes
>
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
>
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
>
Economy, ecology, and economics
>
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”
V
*
The economy is becoming less material-intensive
The newest “energy” of all—information—has no raw material or energy content at all. It is totally “knowledge-intensive.”
*
From international to transnational
*
No more superpower (Countries or companies)
*
Adversarial trade and reciprocity
*
Protecting the transnational economy
>
Transnational ecology
*
The endangered habitat of the human race
*
The crucial environmental needs
>
Economic development
*
The successes
*
The Dismal Failures
*
The Policies That Worked
*
The end of the development promise
>
Economics
*
Many policies of post WW II have not worked
*
Great progress & productivity
*
Need a new synthesis that simplifies
>
The new knowledge society
>
The post-business (knowledge) society
*
Shift to the knowledge society
V
*
Shift to the post- business society
to a society in which business is only one of the available opportunities for advancement.
*
Management
*
Business
*
Schools of business imported of management
*
Knowledge workers and business
*
University diploma
*
Workers without college credentials
>
Two countercultures
*
“Countercultures”
*
American labor force
*
Labor union
>
The information-based organization
*
Typical large organization
>
Management as social function and liberal art
*
Mis-managers
*
Management …
>
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?
>
Conclusion: New world view: From analysis to perception
>
The mechanical universe
*
Steam engine
*
Model of technology
*
Fossil fuels
*
Motive power
>
A new age is born—A new basic civilization came into being
V
*
Information will be the organizing principle for work
Information is the basic principle of biological processes rather than mechanical ones
*
Tremendous impact on civilization
>
The social impacts of information
*
Impact of the information technologies
*
The social impacts
>
Organization form and function
*
A central challenge
*
Mechanical systems
*
Biological systems
*
Information based society
>
From analysis to perception
*
Technology
*
Basic technological change
*
Computer
*
Mechanical universe
*
Biological universe
V
*
I think therefore I am imported I see therefore I am
I see “cat” not “C” “A” “T”
I see the whole
I see the meaning.
*
Increasingly balance conceptual and perceptual
>
Managing The Nonprofit Organization — Principles And Practices 1990 (here)
>
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
>
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
>
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
>
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
>
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
>
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?
>
Managing For The Future 1992 (here)
*
Preface
*
Interview: Notes on the Post-Business Society
>
Economics
*
The futures already around us
*
The poverty of economic theory
*
The transnational economy
*
From world trade to world investment
*
The lessons of the U.S. export boom
*
Low wages: no longer a competitive edge
*
Europe in the 1990s: Strategies for survival
*
U.S.-Japan trade needs a reality check
*
Japan’s great postwar weapon
*
Misinterpreting Japan and the Japanese
*
Help Latin America and help ourselves
*
Mexico’s ace in the hole: the maquiladora
>
People
*
The New Productivity Challenge
*
The mystique of the business leader
*
Leadership:
*
People, work, and the future of the city (Social impacts of information)
*
The fall of the blue-collar worker
*
End work rules and job descriptions
*
Making managers of communist bureaucrats
*
China’s nightmare:
>
Management
*
Tomorrow’s managers: the major trends
*
How to manage the boss
*
What really ails the U.S. auto industry
*
The new Japanese business strategies
*
Manage by walking around—Outside!
*
Corporate culture: Use it, don’t lose it
*
Permanent cost cutting: permanent policy
*
What the nonprofits are teaching business
*
Nonprofit governance: lessons for success (for non-profits)
*
The Nonprofits’ outreach revolution
>
The organization
*
The governance of corporations
*
Four marketing lessons for the future
*
Tomorrow’s company: dressed for success
*
Company performance: five telltale tests
*
R&D: the best is business driven
*
Sell the mailroom: Unbundling in the ’90s
*
The 10 rules of effective research
*
The trend toward alliances for progress
*
A crisis in capitalism: Who’s in charge?
*
The emerging theory of manufacturing
>
Afterword: 1990s and beyond
>
The changing world economy
*
The knowledge society
>
Innovation and entrepreneurship
*
Two practices (not science or art)
*
Companies need the practice of innovation to survive and prosper
*
Cannot be confined to start-ups and new businesses
*
Lessons from the Nineteenth Century’s Innovative Climate
*
Innovation matters because ours is a knowledge-base society
*
Innovation means abandoning the old
*
The zero-based audit
*
Innovation means looking on change as an opportunity
*
Innovation is work above all
*
Organize to undertake systematic entrepreneurship and purposeful innovation
>
Personal effectiveness
*
In the light of … what skills and abilities will an executive need to be effective in the next years?
*
The old skills
*
The new skills
*
There are enormous opportunities, because change is opportunity
>
The Ecological Vision 1993 (here)
>
Part One: American Experiences
*
Introduction to Part One
*
The American Genius is Political
*
Calhoun's Pluralism
*
Henry Ford: The Last Populist
*
IBM's Watson: Vision for Tomorrow
*
The Myth of American Uniformity
>
Part Two: Economics as a Social Dimension
*
Introduction to Part Two
*
The Economic Basis of American Politics
*
The Poverty of Economic Theory
*
The Delusion of Profits
*
Schumpeter and Keynes
*
Keynes: Economics as a Magical System
>
Part Three: The Social Function of Management
*
Introduction to Part Three
*
Management's Role
*
Management: The Problems of Success
*
Social Innovation: Management's New Dimension
>
Part Four: Business as a Social Institution
*
Introduction to Part Four
*
Can There Be "Business Ethic"?
*
The New Productivity Challenge
*
The Emerging Theory of Manufacturing
*
The Hostile Takeover and Its Discontents
>
Part Five: Work, Tools, and Society
*
Introduction to Part Five
*
Work and Tools
*
Technology, Science, and Culture
*
India and Appropriate Technology
*
The First Technological Revolution and Its Lessions
>
Part Six: The Information-Based Society
*
Introduction to Part Six
*
Information, Communications, and Understanding
*
Information and the Future of the City
*
The Information-Base Organization
>
Part Seven: Japan as Society and Civilization
*
Introduction to Part Seven
*
A View of Japan through Japanese Art
*
Japan: The Problems of Success
*
Behind Japan's Success
*
Misinterpreting Japan and the Japanese
*
How Westernized Are the Japanese?
>
Part Eight: Why Society is Not Enough
*
Introduction to Part Eight
*
The Unfashionable Kiekegaard
*
Afterword: Reflections of a Social Ecologist
>
Post-Capitalist Society 1993 (here)
>
Introduction: The Transformation
>
Transformations in Western History
*
We are currently living through just such a transformation
*
Thirteenth Century: The New City
*
Renaissance
*
A New European Civilization
*
Our period: World History and World Civilization
*
Attempts to understand the transformations
*
Looking Backward and Looking Forward
*
To foresee what the post-capitalist world itself will look like is however, risky still
*
“Answers” to most questions are still largely hidden in the womb of the future
*
In some areas—and especially in society and its structure—basic shifts have already happened
*
Post Capitalist Society and Post Capitalist Polity
>
The Shift to the Knowledge Society
*
The move to the post-capitalist society began shortly after World War II
*
Only with the collapse of Marxism as an ideology and of Communism as a system
*
The same forces which destroyed Marxism as an ideology and Communism as a social system
*
But the center of gravity in the post-capitalist society
*
The central wealth-creating activities
*
The leading social groups of the knowledge society will be “knowledge workers”
*
The economic challenge of the post-capitalist society
*
The social challenge of the post-capitalist society
*
The post-capitalist society will be divided by a new dichotomy of values and of aesthetic perceptions
>
Outflanking the Nation-State
*
The late 1980s and early 1990s also marked the end of another era, another “kind of history.”
*
There is no precedent for such transnational action
*
There is no precedent for such transnational action-1
*
The Third World
*
Society, Polity, Knowledge
*
I am often asked whether I am an optimist or a pessimist
*
Nothing “post” is permanent or even long-lived
>
Part One: Society
>
From Capitalism to Knowledge Society
*
From 1750 to 1900, Capitalism and Technology Conquered the Globe and Created a World Civilization
*
The New Meaning Of Knowledge
*
The Industrial Revolution
*
The Productivity Revolution
*
The Management Revolution
*
From Knowledge To Knowledges
*
The power to create a new society
>
The Society of Organizations
*
The Function Of Organizations
*
Organization As A Distinct Species
*
The Characteristics Of Organizations
*
Organization As A Destabilizer
*
The Employee Society
>
Labor, Capital, and Their Future
*
Is Labor Still an Asset?
*
How Much Labor Is Needed—and What Kind?
*
Capitalism Without Capitalists
*
The Pension Fund and Its Owners
*
The Governance of Corporations
*
Making Management Accountable
>
The Productivity of the New Work Forces
*
What Kind of Team?
*
The Need to Concentrate
*
Restructuring Organizations
*
The Case for Outsourcing
*
Averting a New Class Conflict
>
The Responsibility-Based Organization
*
Where Right Becomes Wrong
*
What Is Social Responsibility?
*
Power and Organizations
*
From Command to Information
*
From Information to Responsibility
*
To Make Everybody a Contributor
>
Part Two: Polity
>
From Nation-State to Megastate
*
The Paradox of the Nation-State
*
The Dimensions of the Megastate
*
The Nanny State
*
The Megastate as Master of the Economy
*
The Fiscal State
*
The Cold War State
*
The Japanese Exception
*
Has the Megastate Worked?
*
The Pork-Barrel State
*
The Cold War State—the Failure of Success
*
Unlike the fiscal state and the Nanny State, the Cold War State has not been a total failure
>
Transnationalism, Regionalism, and Tribalism
*
Money Knows No Fatherland …
*
… Nor Does Information
>
Transnational Needs
*
The Environment
*
Stamping Out Terrorism
*
Arms Control
*
A transnational agency to monitor and to enforce human rights
*
We may already have moved further toward transnationalism than most of us realize
*
Regionalism: the New Reality
*
The Return of Tribalism
*
The Need for Roots
>
The Needed Government Turnaround
*
The Futility of Military Aid
*
What to Abandon in Economic Theory
*
Concentrating on What Does Work
*
The Half-Successes: Beyond the Nanny State
>
Citizenship Through the Social Sector
*
The Need to "Outsource"
*
Patriotism Is Not Enough
*
The Need for Community
*
The Vanishing Plant Community
*
The Volunteer as Citizen
>
Part Three: Knowledge
>
Knowledge: Its Economics and Its Productivity
*
The Economics of Knowledge
*
The Productivity of Knowledge
*
The Productivity of Money
*
The Management Requirements
*
Only Connect …
>
The Accountable School
*
How the Japanese Did It
*
The New Performance Demands
*
Learning to Learn
*
The School in Society
*
The Schools as Partners
*
The Accountable School
>
The Educated Person
*
Post-Capitalist Society deals with the environment in which human beings live and work and learn
*
But in the knowledge society into which—we are moving, individuals are central
*
Knowledge is not impersonal, like money
*
The shift to the knowledge society therefore puts the person in the center
*
In all earlier societies, the educated person was an ornament
*
But in the knowledge society, the educated person is society’s emblem
*
A vigorous—often shrill—debate has been raging in American Academia over the educated person
*
The knowledge society must have at its core the concept of the educated person
*
For the educated person in the nineteenth century, technés were not knowledge
*
Capitalism had been dominant for over a century when Karl Marx in the first volume of Das Kapital
>
Managing In A Time Of Great Change 1995 (here)
*
Preface
*
Interview: The Post-Capitalist Executive
>
Management
*
The theory of the business
*
Planning for uncertainty
*
The five deadly business sins
*
Managing the family business
*
Six rules for presidents
*
Managing in the network society
>
The information-based organization
*
The new society of organizations
*
There’s three kind of teams
*
The information revolution in retail
*
Be data literate; know what to know
*
We need to measure, not count
*
The information executives need today
>
The economy
*
Trade lessons from the world economy
*
The U.S. economy’s power shift
*
Where the new markets are
*
The Pacific Rim and the world economy
*
China’s growth markets
*
The end of Japan, Inc.?
*
A weak dollar strengthens Japan
*
The new superpower: The overseas Chinese
>
The society
*
A century of social transformation
*
Its profits us to strengthen nonprofits
*
Knowledge work and gender roles
*
Reinventing government
*
Can the democracies win the peace?
>
Conclusion
*
Interview: managing in a Post-capitalist society
*
Acknowledgements
>
Drucker on Asia 1997 (here)
*
Preface
>
Part I Times of Challenge
>
1 The challenges of China
*
What is the future for China's huge market?
>
China offers greater dangers than any other market … and opportunities too great to be ignored
*
Growing Coastal China
*
From 'triad' to multi-centric world economy
*
Developed countries suffering with 'flu
*
Shifts in the balance of economic power
*
A multi-centric world
*
Secrets of Chinese management
*
Overseas Chinese
*
An example of a company run by people of Chinese extraction
*
Investment in 'invisible infrastructure'
*
A shortage of educated people
*
Higher education in China
*
Confucians in the modern world
*
Optimism … China's potential as an organisation of autonomous regions
*
'Bubble economy' in China
*
The issue of Deng Xiaoping's succession
*
Inflation and social upheaval
*
Unemployment in state-owned enterprises
*
The dilemma of Chinese government
*
Peasants without work
*
Great chance and great risk
*
A risk one cannot afford not to take
*
The greatest market opportunities
*
Dangers of nuclear war
>
Only the development of invisible infrastructures will bring prosperity to China and that development is our task
*
Encouragement of the answer 'No'
*
Attractions of the Chinese market
*
The future that is already here
*
Expansion of the production base is not enough
*
Improvement of the 'invisible infrastructure'
*
The decision to expand into China
*
The mission of an entrepreneur
>
Only distribution-led economic development can create the human resources which China needs more than anything else
*
People, not money, develop an economy
*
Distribution in China
>
2 The challenges of a borderless world
>
'Hollowing out' of Japanese industry, Japan's role in a borderless world, economic blocs
*
Japan's role in Asia
*
The 'hollowing out' of Japanese industry and the borderless world
*
Interference by governments
>
There is no need for pessimism over the Japanese economy
*
Japan flies not on 'one wing', but on 'two wings'
*
Baseless pessimism over the Japanese economy
*
Services as a growth sector
*
Great work in the retail business
*
Finance as the high-tech frontier
*
Fallacies about 'hollowing out'
*
1. The separation of production and employment
*
Instead of automation
*
Transition in manufacturing
*
2. The influence of a weak dollar on the Japanese economy
*
Dollar value and trade
*
3. Investment overseas and exports
*
Creating new markets in developing countries
*
4. The competitive advantage of low-wage countries
*
The reducing importance of wage competition
*
Changes in US businesses
*
An empty theory of politicians in the United States
*
A big problem - dislocation of the work force
*
The responsibility of employers
>
Developing countries don't need government-to-government aid, but
*
Failure in development aid
*
Private sector initiative
>
Management has to learn to balance the three dimensions - global, regional and local
*
The borderless world
*
Localization
*
EU and NAFTA
*
Globalized top management
*
Regional integration in today's world
*
Regionalization in Asia
*
Globalization, regionalization and localization
*
Challenges for executives
>
Knowledge plays an important role in changing industrial structures
*
'Hollowing out' and changing industrial structure
*
Redesigning business
*
Convenience store chains
*
Supporting the development of human resources
*
Problems of regionalism
*
The responsibility of employment
*
The importance of education
*
Developing one's strength
>
3 The challenges of the 'knowledge society'
*
Present educational systems cannot develop talent for the 'knowledge society'
>
The Japanese educational system itself is not wrong. Japan has its own forms of creativity and originality
*
Problems imposed from outside the education system
*
Individuality in Japanese arts
*
Individuality in Japanese company and university
*
Experience within Japanese schools
*
Student against student
*
Leading universities and careers into the top echelon
*
Plutocracy in education
*
Universities before World War II
*
An explosion in university attendance
*
'Examination hell' and the desire to innovate
*
Constraining entrepreneurial spirit
*
Japanese creativity and originality
>
Continued learning is essential in the knowledge society
*
Computers and education
*
Separating learning and teaching
*
Computers and the transformation of schools
*
Needs of continuing education
*
What is an educated person?
*
Young people not knowing how to connect their knowledge
*
Knowledge and human development
>
Now I have hope for young people who can innovate
*
Pessimism about Japanese creativity
*
Lack of a sense of self-responsibility
*
A truly educated person
*
Responsibility of executives
*
Expectation of future generations
>
What changes will information technology bring to society, the economy and private enterprises?
*
The effects of information technology
>
Convenience stores present an example of the information-based organization of tomorrow
*
The effects of information technology
*
Information needed by executives
*
The superfluous kacho
*
Autonomous organizational units
*
Radical change in the organization
*
Decentralization of work
*
Working at home and the satellite office
*
The cohesion of tomorrow's organization
*
An unpredictable future for office city
*
Impact of information on one's way of life
*
What information technology adds to the old ways
>
Developments in IT will transform every worker into an executive
*
The impact of information technology
*
Creation of the 'executives of tomorrow'
>
4 The challenges for entrepreneurship and innovation
>
The entrepreneur's role in society is to bring innovation
*
Necessary conditions for innovation
*
Roles for entrepreneurs
>
I am confident that a third 'economic miracle' will happen in Japan
*
The effect of 'creative imitation'
*
Decline of entrepreneurship
*
Two parallel needs concerning entrepreneurship
*
How to organize for entrepreneurship and innovation
*
Young people are required
*
Innovators do not work in a team
*
Role of pioneers
*
The years of tremendous change
>
'Creation of customers' will be an eternal challenge
*
The 'creative imitation' of Japanese companies
*
New materials
*
After the experience in the jungle
*
The message of John F. Kennedy
*
Wisdom learned from America
*
Drucker's suggestions
*
Service to consumers and society
>
5 Appendix to Part I: Hanshin-Awaji Earthquake of 1995
*
A thoughtful letter that fateful morning
*
Establishing an Emergency Management Center
*
Making full efforts toward recovery
*
Importance of distribution in a disaster area
*
Confusion caused by lack of information
*
Reconstruction led by the private sector
>
Part II Time to Reinvent
>
6 Reinventing the individual
>
Japan urgently needs to reinvigorate ordinary people and make them more effective
*
Reinvigorating individuals in the organization
*
Efforts of individuals to be effective
>
Knowledge people must take responsibility for their development and placement
*
How to cause changes
*
'The Awareness of change' has changed
*
The first change--social mobility
*
The second change--knowledge rather than skill
*
The third change--needs of 'reinventing'
*
Balance between change and continuity
*
Revitalizing oneself
>
Drucker's seven experiences
*
Work as a trainee in an export firm
*
The first experience--taught by Verdi
*
'Striving for perfection'--goal and vision
*
The second experience--taught by Phidias
*
'The Gods can see them'
*
Work as a journalist
*
The third experience--developing own method of studying
*
The fourth experience--taught by the editor-in-chief
*
Reviewing the preceding year
*
The fifth experience--taught by the senior partner
*
What is necessary to be effective in a new assignment
*
The reason for sudden incompetence
*
Requirement for success
*
The sixth experience--taught by the Jesuits and the Calvinists
*
Importance of writing down
*
The seventh experience--taught by Schumpeter
>
The same things are learned by successful people
*
Doing a few simple things
*
Responsibility for one's own development and placement
>
Executives can affect people's lives
*
Responsibility of executives
*
The Nakauchi experiences
*
Asking customers' needs
*
A little innovation
*
A new store in Sannomiya, Kobe
*
Beef for 39 yen
*
Cessation of supplies
*
Sales of packed meat
*
Orange juice and the strategy of low pricing
*
The first lesson--'Innovation means parting with convention'
*
The second lesson—importance of adopting the perspective of the consumer
*
The third lesson—corporate philosophy and continuous learning
>
7 Reinventing business
>
How to design an organization structure that can revitalize a company?
*
Responsibility of corporations
>
Without an effective mission statement, there will be no performance
*
The short life-span of the business enterprise
*
The need to change the university
*
The need to change government
*
Victims of success
*
Fortune's top 500 companies
*
The threat of continuing success
*
An example of an automobile company
*
Mission and its importance
*
The role of the mission statement
*
Financial results are not the purpose
*
Competitive cost of living
*
A true merchant
*
Ability to convert change into opportunity
*
Welcoming change
*
Organized abandonment
*
'Five Deadly Business Sins'
*
System for organized innovation
*
Concept of mission
>
The very reason for the existence of a company is to turn what is learned immediately into action, thus contributing to society
*
The customer determines the price
>
8 Reinventing society
>
Converting organizations into social entities that contribute to society can protect society from degeneration
*
Destiny of advanced nations
*
Corporations and nonprofit organizations
>
There is need for a social sector to rebuild community
*
Collapse of the Roman Empire
*
Collapse of the Chinese civilization
*
Collapse of the Ottoman Empire
*
The philosophy of Arnold Toynbee
*
The lesson of the Meiji era
*
Meiji already established by Bunjin
*
Education by Bunjin
*
Bunjin as a 'social sector'
*
Rebuilding the community
>
Through volunteer work in the social sector, one can regain citizenship
*
What government cannot do
*
The role of business
*
The role of the social sector
*
The purpose of institutions of the social sector
*
Management
*
Restoration of citizenship
*
Change of families
*
Change of village and town
*
New community
*
Meaning of citizenship
*
What can the community do for me?
*
Meaning of citizenship
*
What business can learn
*
Managing knowledge workers as volunteers
*
Historical background
*
Community in business enterprises
*
New organization
*
What this means for Japan
>
Each of us must endeavour to influence and change our society based on elp
*
Self-offering, self-discipline and self-responsibility
*
Change by wisdom
*
Seeds of change--dedication of volunteers
*
Information and the local community
*
Daiei and Recruit
>
9 Reinventing government
>
What are your views on government regulation and the role of government in a free market? What is your advice on reinventing government?
*
Reevaluation of government
*
Free market economy
*
Regulation and the task of government
*
Reinventing of government
>
The great strength of the free market is that it minimizes threats and mistakes
*
The free market cannot stand alone
*
Necessary framework
*
Raison d′ê�tre of free market
*
Realization by Ludwig Ehrhardt
*
Mistakes are catastrophic in a planned economy
*
Personal responsibility in free market
*
Minimization of mistakes
*
Legal assurance of property rights
>
We need to avoid regulations that are
*
The meaning of regulations
*
Globalized economy
*
Japan's cost of living and competitiveness
*
Companies fleeing California
*
Burden and benefit of regulations
*
Regulations that are unenforceable
*
Control of transnational money flow
*
Regulations that have become useless
*
Regulation of the airlines
*
Meaningless separation of banking from investment banking
*
Review of regulations
*
Regulations which penalize enterprises and consumers
*
The fewer the better
>
The initiative has to come from government and its policy has to be transnational
*
Small government
*
Beyond a single nation
*
Money has become transnational
*
Free banking
*
Transnational issue of the environment
*
Horrors of civil war
*
Failure of the attempt to stop nuclear proliferation
*
Failure of international economic aid
*
Needs of economic aid
*
The market forces
*
Initiative of government
>
Old political theory has collapsed. Government has to re-think to transform itself into 'effective government'
*
Global issues are only one part of the challenges to government
*
Three-hundred-year old political theories
*
Japan and Europe
*
The power of bureaucracy
*
Japanese government is the most traditional
*
Two things required to renew government
*
Benchmarking
*
The system of compensation
*
Need to re-think organization
*
'Would we now go into this mission?'
*
Wasteful activities
*
The US welfare program
*
Military aid
*
To reform or to abolish
*
Great by-product--cost savings
*
It seems to be impossible today
*
Will it be impossible tomorrow?
*
Effective government
>
Government must adopt an approach to economic policy that is oriented to the private sector
*
Challenges to create a brighter future
*
Based on market economies
*
Japanese administration
*
Systems that should be reformed
*
Developing a citizen's society
*
Influence of new Keynesian scholars
*
Shift to free market economy based on personal responsibility
*
Information for innovation
*
Anecdotes of two leaders--Sadaharu Oh
*
Anecdotes of a second leader--Arie Selinger
*
Developing one's strength
*
The duty of executives
>
Peter Drucker On The Profession Of Management 1998 (here)
*
Preface The Future That Has Already Happened
*
Introduction Written by Nan Stone
>
Part I The Manager's Responsibilities
*
The Theory of the Business
*
The Effective Decision
*
How to Make People Decisions
*
The Big Power of Little Ideas
*
The Discipline of Innovation
*
Managing for Business Effectiveness
>
Part II The Executive's World
*
The Information Executives Truly Need
*
The Coming of the New Organization
*
The New Society of Organizations
*
What Business Can Learn from Nonprofits
*
The New Productivity Challenge
*
Management and the World's Work
*
The Post-Capitalist Executive: An Interview with Peter F. Drucker by T. George Harris
*
Notes
*
Index
*
About the Author
>
Management Challenges for the 21st Century 1999 (here)
*
Title page
*
See Supplemental documents
>
Introduction: Tomorrow's "Hot" Issues
*
How to use the book?
>
Management's New Paradigms
*
Introduction: Why Assumptions Matter
*
Management Is Business Management
*
The One Right Organization
*
The One Right Way to Manage People
*
Technologies and End-Users Are Fixed and Given
*
Management's Scope Is Legally Defined
*
Management's Scope Is Politically Defined
*
The Inside Is Management's Domain
*
Conclusion
>
Strategy—The New Certainties
*
Introduction Why Strategy?
*
The Collapsing Birthrate
*
The Distribution of Income
*
Defining Performance
*
Global Competitiveness
*
The Growing Incongruence Between Economic Reality and Political Reality
>
The Change Leader
>
One Cannot Manage Change
*
One can only be ahead of it
*
In a period of rapid structural change, the only ones who survive are the Change Leaders
*
A change leader sees change as opportunity
>
I Change Policies
*
Making an organization more receptive to innovation is not nearly enough to be a change leader
*
To be a change leader requires the willingness and ability to change what is already being done in addition to new and different things
*
It requires policies to make the present create the future
>
Organized Abandonment
>
In three cases the right action is always outright abandonment
*
Abandonment is the right action if a product, service, market or process “still has a few good years of life”
*
“It’s fully written off”
>
The old which is stuntin the new
*
GM & the United Automobile Workers Union (UAW)
>
Abandonment may take different forms
*
In the GM cases
>
The right answer may even be to do more of the same but to do it differently
*
The publishing backlist example
*
How to act on abandonment is thus the second question
>
In a period of rapid change the “How?” is likely to become obsolete faster than the “What?”
*
The change leader must therefore also ask of every product, service, market or process
*
Needs to be asked of both the successful and unsuccessful ...
>
This applies to all areas of the enterprise
>
Distributors and distribution channels
*
American university example
*
HMOs
>
So far, we can only speculate on the impact the Internet will have on distribution
*
American automobile market
>
“To Abandon What” and “To Abandon How” have to be practiced systematically
*
Here is an example of how successful abandonment policies can be organized
>
Organized Improvement
*
Whatever an enterprise does internally and externally needs to be improved systematically and continuously
*
And it needs to be improved at a preset annual rate
>
What constitutes “performance” in a given area?
*
One example
*
What is “quality” in a product?
>
Even more difficult very often is the definition of performance in services
*
Another example: a major commercial bank
*
Continuous improvements in any area eventually transform the operation
>
Exploiting Success
*
Monthly problem report
*
Problems cannot be ignored.
*
An additional “first page” to the monthly report
*
Enterprises that succeed in being change leaders make sure that they staff the opportunities
>
The way to do this
>
Exploit one’s own successes and to build on them
*
The best example, perhaps, is the Japanese company Sony
*
Another example is the medical electronics group of the American General Electric Company
*
Exploitation will, sooner or later, lead to genuine innovation
>
II Creating Change
>
Windows of Opportunity
*
A systematic policy to look, every six to twelve months, for changes that might be opportunities
*
A change in any one of these areas raises the question
*
Innovation can never be risk-free
*
Innovation work should be organized as a regular part of every ...
>
What Not to Do
>
There are Three Traps to avoid
*
Not in tune with the strategic realities discussed in Chapter Two of this book
*
Confuse “novelty” with “innovation.”
>
Confusing motion with action
*
Attempting to reorganize first
*
Reorganization comes after the “what” and the “how” have been faced up to
*
By itself reorganization is just “motion” and no substitute for action
*
Every change leader can expect to fall into one of them—or into all three—again and again
>
There is only one way to avoid them, or to extricate oneself
*
to organize the Introduction of Change, that is, to PILOT
>
III Piloting
*
One cannot market research the truly new
*
Nothing new is right the first time
>
Unexpected everything
*
James Watt steam engine
*
Neither studies nor market research nor computer modeling are a substitute for the test of reality
>
Everything improved or new needs therefore first to be tested on a small scale
*
The way to do this — find a champion
*
This need not even be somebody within the organization
*
If the pilot test is successful
>
The Change Leader's Two Budgets
*
Successful change leadership requires appropriate accounting and budget policies
*
It requires TWO separate budgets
*
In most enterprises
*
The change leader’s first budget is an operating budget
*
And then the change leader has a second, separate budget for the future
*
The most common, but also the most damaging, practice
*
But the right argument is
*
We tend to manage according to the reports we receive and see
>
IV Change and Continuity
*
The traditional institution is designed for continuity
*
Change leaders are, however, designed for change
*
And yet they still require continuity
*
But continuity is equally needed outside the enterprise
*
The enterprise also has to have a “personality” that identifies it among its customers and in its ma
*
Change and continuity are thus poles rather than opposites
*
The more an institution is organized to be a change leader, the more it will need continuity
>
But we do know already a good deal about how to create it
>
One way is to make partnership in change the basis of continuing relationships
*
This is what the Japanese “Keiretsu” has done
*
Economic-Chain Accounting
*
Continuing relationships between manufacturer and distributor
*
Relationships within the enterprise
>
Balancing change and continuity requires continuous work on information
*
More important for these people to get together
>
V Making the Future
*
We face long years of profound changes
*
They are changes in demographics, in politics, in society, in philosophy and, above all, in worldview
*
Theories
*
It is futile, for instance, to try to ignore and pretend
*
But to try to anticipate the changes is equally unlikely to be successful
*
These changes are not predictable
*
The only policy likely to succeed is to try to make the future
*
Within these restraints, however, the future is still malleable
>
Information Challenges
*
Introduction: The New Information Revolution
>
From the "T" to the "I" in "IT"
*
Greatest and earliest impacts on business policy, business strategy and business decisions
>
The revolutionary impacts so far have been where none of us then anticipated them: on OPERATIONS
*
Not one of us, for instance, could have imagined the truly revolutionary software now available to a
*
Not one of us could then have imagined the equally revolutionary software available to today’s surgical residents
*
Half a century ago no one could have imagined
*
The new Information Revolution began in business and has gone farthest in it
*
In education and health care, the emphasis thus will also shift from the “T” in IT to the “I,” as it is shifting in business
*
The Lessons of History
*
History's Lesson for the Technologists
*
The New Print Revolution
>
The Information Enterprises Need
*
From Cost Accounting to Result Control
*
From Legal Fiction to Economic Reality
>
Information for Wealth Creation
*
Foundation Information
*
Productivity Information
*
Competence Information
*
Resource Allocation Information
*
Where the Results Are
>
The Information Executives Need for Their Work
*
Organizing Information
*
No Surprises
*
Going Outside
>
Knowledge-Worker Productivity
*
Introduction
>
The Productivity of the Manual Worker
*
The Principles of Manual-Work Productivity
*
The Future of Manual-Worker Productivity
>
What We Know About Knowledge- Worker Productivity
*
What Is the Task?
*
The Knowledge Worker as Capital Asset
*
The Technologists
*
Knowledge Work as a System
*
But How to Begin?
*
The Governance of the Corporation
>
Managing Oneself
*
Introduction
>
What Are My Strengths?
>
How Do I Perform?
*
Am I a Reader or a Listener?
*
How Do I Learn?
*
What Are My Values?
*
What to Do in a Value Conflict?
*
Where Do I Belong?
*
What Is My Contribution?
*
Relationship Responsibility
>
The Second Half of Your Life
>
There are three answers
*
Start a second and different career
*
The Parallel Career
*
Social entrepreneurs
*
People who manage the "second half" may always be a minority only
*
Begin creating it long before one enters it
>
No one can expect to live very long without experiencing a serious setback
*
A society in which success has become important
*
A revolution in human affairs
>
Managing Oneself 1999 (here)
*
History's great achievers
*
Learning to manage oneself
>
What Are My Strengths?
*
Feedback analysis
*
Action implications
>
How Do I Perform?
*
Am I a reader or a listener?
*
How do I learn?
*
Alone or with others—in what relationship?
*
Decision maker or advisor
*
What kind of work environment?
*
Conclusion
*
What Are My Values?
*
Where Do I Belong?
*
What Should I Contribute?
>
Responsibility For Relationships
*
Accepting others as individuals
*
Responsibility for communications
>
The Second Half of Your Life
*
The boredom challenge
>
Three ways to develop a second career
*
Starting a new one
*
The parallel career
*
The social entrepreneur
*
Those who manage themselves are the leaders and models for the rest of society
*
Starting early—a prerequisite
*
Serious setbacks—another motivator
*
Summary—A revolution in human affairs
*
About The Author
>
The Essential Drucker 2001 (here)
>
Management
*
Management as Social Function and Liberal Art
*
The Dimensions of Management
*
The Purpose and Objectives of a Business
*
What the Nonprofits Are Teaching Business
*
Social Impacts and Social Problems
*
Management's New Paradigms
*
The Information Executives Need Today
*
Management by Objectives and Self-Control
*
Picking People-The Basic Rules
*
The Entrepreneurial Business
*
The New Venture
*
Entrepreneurial Strategies
>
The Individual
*
Effectiveness Must Be Learned
*
Focus on Contribution
*
Know Your Strengths and Values
*
Know Your Time
*
Effective Decisions
*
Functioning Communications
*
Leadership as Work
*
Principles of Innovation
*
The Second Half of Your Life
*
The Educated Person
>
Society
*
A Century of Social Transformation—(From farmers and domestic servants to) Emergence of Knowledge Society
*
The Coming of Entrepreneurial Society
*
Citizenship through the Social Sector (includes the need for community)
*
From Analysis to Perception-The New Worldview
>
Afterword: The Challenge Ahead
*
the paradox of rapidly expanding economy and growing income inequality--the paradox that bedevils us now
*
growing health care and education, possibly a shrinking market for goods and services
*
center of power shifting to the consumer--free flow of information
*
knowledge workers—expensive resource
*
governments depending on managers and individuals
>
Managing in the Next Society 2002 (here)
*
Title page
>
Preface
*
I did once believe in a New Economy
*
Some of the chapters in this book deal with traditional "management" topics
*
All the chapters in this book were written before the terrorist attacks
>
The Information Society
>
Beyond the Information Revolution
*
The Railroad
*
Routinization
*
The Meaning of E-Commerce
*
Luther, Machiavelli, and the Salmon
*
The Gentleman versus the Technologist
*
Bribing the Knowledge Worker
>
The Exploding World of the Internet
*
Giving knowledge workers stock options amounts to nothing more than bribing them
*
I understand you were an investment banker in London
*
So companies can no longer drive knowledge workers with stock options?
*
Important knowledge workers will have to be made full partners
*
We need to measure knowledge workers' productivity
*
What about American health care, which seems mired in contradictions?
*
Was this that hospital's only problem?
*
How so?
*
What about on-line education's potential in the developing world?
*
Let's return to health care
*
Of course
*
Did you know that Blue Cross and Blue Shield of Massachusetts employs
*
Apples and oranges?
*
What should happen with American health care?
*
You've talked about demographic changes, with more old people in the developed nations
*
Today we can buy for $10 a wristwatch
*
Coming to America during the Great Depression
*
These aren't just children of affluence looking for a focus?
>
From Computer Literacy to Information Literacy
*
Most CEOs still believe
*
When we talk about the global economy, I hope nobody believes it can be managed
*
Although this country today has a merchandise trade deficit
*
We need outside information, and we will have to learn
*
Let's take a look at that endangered species, the American department store
>
E-Commerce: The Central Challenge
*
Cars by E-Mail
>
The New Economy Isn't Here Yet
*
Many of the newer Internet companies are struggling to keep their businesses afloat
*
Is it too late to pull out of the tailspin?
*
The argument that many of the start-ups pose is that they are simply buying land while land is cheap
*
Does that ten-year beginnings-to-boom timetable still apply?
*
If so, many new Net companies are stock market gambles, what about the established old-line companies?
*
Is it important to be a multi-brand organization?
*
Are there new metrics for success in an Internet company?
*
What are the most important numbers you'd look at to value a dot-com?
*
What do you think the corporation of the future looks like?
*
Will this ongoing quest for continuing education affect the structure of the corporation?
*
Today you need an organization that is a change leader, not just an innovator
*
An organization should be involved in the process of creative destruction
*
Any thoughts on the Microsoft antitrust trial?
*
The Age of Discontinuity
*
How does one manage successfully in this time of dramatic change?
*
How do you turn transition to an advantage?
*
What do you believe is the future of business on the Internet?
>
The CEO in the New Millennium
*
Transforming Governance
*
New Approaches to Information
*
Command and Control
*
The Rise of Knowledge Work
*
Tying It Together
>
Business Opportunities
>
Entrepreneurs and Innovation
*
Do you agree that we in the United States are the best practitioners of entrepreneurship
*
Who's number one?
*
If Korea is number one, and we're not number two, who is?
*
Okay, so third is still respectable, no?
*
America's entrepreneurial "delusion" is dangerous
*
Why do you think this is happening?
*
Is there any one key to that discipline?
>
The Four Entrepreneurial Pitfalls
*
Are there typical mistakes entrepreneurs make but could avoid?
*
So, often the entrepreneur is actually succeeding but doesn't realize it?
*
Good story, but is the rejection of success really all that common?
*
Why do entrepreneurs reject unexpected success?
*
Why do you think entrepreneurs have such a hard time grasping the concept of cash flow?
*
Why is that? Is it a product of our business schools?
*
And he doesn't see that he's outgrowing his management base
*
What's the one symptom an entrepreneur cannot afford to ignore
*
To really begin to work together as a team?
*
That's a hard decision for an entrepreneur to make, especially if Tom was there at the start
*
If you start out with them, you invariably end up killing yourself and the business
*
Do you think entrepreneurs today are smarter about avoiding the pitfalls
>
Can Large Companies Foster Entrepreneurship?
*
Can large companies really foster entrepreneurship?
*
How was that period of innovation different from today's?
*
What does that mean for entrepreneurship in large companies?
*
But can large companies foster entrepreneurship?
*
What are some examples of companies that have been successful at internal entrepreneurship?
>
The Rise of Social Entrepreneurship
*
Could you step back and summarize your views about social entrepreneurship?
*
You've said that more and more community jobs are being handled by local institutions
*
But so many people in business are leery of nonprofits because they see them as nonprofessional
*
What about innovation and entrepreneurship in government?
>
They're Not Employees, They're People
*
Strangled in Red Tape
*
The Splintered Organization
*
Companies Don't Get It
*
The Key to Competitive Advantage
*
Free Managers—to Manage People
>
Financial Services: Innovate or Die
*
A Wider Transformation
*
Time for Innovations
>
Moving Beyond Capitalism?
*
What is your critique?
*
Have we arrived at mass capitalism or postcapitalism?
*
How does society, then, manage in the long term?
*
Why is the social sector growing in Japan, where the community has been so strong?
*
The size of the social problems means they just can't be taken care of by voluntary associations
*
Why does the US. have such a large and vital third sector when compared to other countries
*
The Asian Crisis
>
On Japan
*
How can Japan as a nineteenth-century European state make it in the hypercompetitive 21st century
>
On China
*
A breakdown of the globalization process?
*
Will technological unemployment …
*
What, then, will be the "basic disturbance" of the twenty-first century as you see it?
>
The Changing World Economy
>
The Rise of the Great Institutions
*
Control over the Fief
*
Needed Autonomy
>
The Global Economy and the Nation-State
*
A True Survivor
*
The Nation-State Afloat
*
Virtual Money
*
Breaking the Rules
*
Selling to the World
*
War After Global Economics
>
It's the Society, Stupid
*
A Heretic's View
*
Descending from Heaven
*
Elites Rule
*
A Policy About Nothing
*
The Social Contract
*
It's the Society, Stupid
>
On Civilizing the City
*
Reality of Rural Life
*
The Need for Community
*
The Only Answer
>
The Next Society
>
The Next Society
*
Knowledge Is All
*
The New Protectionism
*
The Future of the Corporation
>
The New Demographics
*
Needed but Unwanted
*
A Country of Immigrants
*
The End of the Single Market
*
Beware Demographic Changes
>
The New Workforce
*
His and Hers
*
Ever Upward
*
The Price of Success
>
The Manufacturing Paradox
*
Smaller Numbers, Bigger Clout
>
Will the Corporation Survive?
>
Everything in Its Place
*
Knowledge workers provide “capital” just as much as does the provider of money
*
A growing number of people who work for an organization will not be full-time employees
*
The most productive and most profitable way to organize is to disintegrate
*
The customer now has the information
*
There are few unique technologies anymore
*
Who Needs a Research Lab?
*
The Next Company
*
From Corporation to Confederation
>
The Future of Top Management
*
Life at the Top
*
Impossible Jobs
>
The Way Ahead
*
The Future Corporation
*
People Policies
*
Outside Information
*
Change Agents
*
And Then?
*
Big Ideas
>
A Functioning Society 2002 (here)
*
A functioning society selections from sixty-five years of writing on ...‎ This collection presents the full range of Drucker's thought on community, society, and the political structure, and constitutes an ideal introduction to his ...
*
Contents
*
Introduction: Community, Society, Polity Acknowledgments
*
Prologue: What is a Functioning Society?
>
Part 1: Foundations
*
Introduction to Part 1
*
1. From Rousseau to Hitler
*
2. The Conservative Counter Revolution of 1776
*
3. A Conservative Approach
>
Part 2: The Rise of Totalitarianism
*
Introduction to Part 2
*
4. The Return of Demons 4
*
5. The Failure of Marxism
>
Part 3: The Sickness of Government
*
Introduction to Part 3
*
6. From Nation-State to Megastate
*
7. The Sickness-of Government
*
8. No More Salvation by Society
>
Part 4: The New Pluralism
*
Introduction to Part 4
*
9. The New Pluralism
*
10. Toward a Theory of Organizations
*
11. The Society of Organizations
>
Part 5: The Corporation as a Social Institution
*
Introduction to Part 5
*
12. The Governance of Corporations
*
13. The Corporation as a Social Institution
*
14. The Corporation as a Political Institution
>
Part 6: The Knowledge Society
*
Introduction to Part 6
*
15. The New World-View
*
16. From Capitalism to Knowledge Society
*
17. The Productivity of the Knowledge Worker
>
Part 7: The Next Society
*
Introduction to Part 7
*
19. The Next Society
>
The Daily Drucker 2004 (here)
>
January
*
Integrity in Leadership
*
Identifying the Future
*
Management Is Indispensable
*
Organizational Inertia
*
Abandonment
*
Practice of Abandonment
*
Knowledge Workers: Asset Not Cost
*
Autonomy in Knowledge Work
*
The New Corporation's Persona
*
Management as the Alternative to Tyranny
*
Management and Theology
*
Practice Comes First
*
Management and the Liberal Arts
*
The Managerial Attitude
*
The Spirit of an Organization
*
The Function of Management Is to Produce Results
*
Management: The Central Social Function
*
Society of Performing Organizations
*
The Purpose of Society
*
Nature of Man and Society
*
Profit's Function
*
Economics as a Social Dimension
*
Private Virtue and the Commonweal
*
Feedback: Key to Continuous Learning
*
Reinvent Yourself
*
A Social Ecologist
*
The Discipline of Management
*
Controlled Experiment in Mismanagement
*
Performance: The Test of Management
*
Terrorism and Basic Trends
*
A Functioning Society
>
February
*
Crossing the Divide
*
Face Reality
*
The Management Revolution
*
Knowledge and Technology
*
Shrinking of the Younger Population
*
The Transnational Company
*
The Educated Person
*
Balance Continuity and Change
*
Organizations Destabilize Communities
*
Modern Organization Must Be a Destabilizer
*
Human Factor in Management
*
Role of the Bystander
*
The Nature of Freedom
*
Demands on Political Leadership
*
Salvation by Society
*
Need for a Harmony of Interests
*
Social Purpose for Society
*
Reinventing Government
*
Reprivatization
*
Management and Economic Development
*
Failure of Central Planning
*
The Pork-Barrel State
*
The New Tasks of Government
*
Legitimacy of the Corporation
*
Governance of the Corporation
*
Balancing Three Corporate Dimensions
*
Defining Business Purpose and Mission
*
Defining Business Purpose and Mission: The Customer
*
Understanding What the Customer Buys
>
March
*
The Change Leader
*
Test of Innovation
*
Knowledge External to the Enterprise
*
In Innovation, Emphasize the Big Idea
*
Managing for the Future
*
Innovation and Risk Taking
*
Creating a True Whole
*
Turbulence: Threat or Opportunity?
*
Organize for Constant Change
*
Searching for Change
*
Piloting Change
*
The Purpose of a Business
*
Converting Strategic Plans to Action
*
Universal Entrepreneurial Disciplines
*
Managing for the Short Term and Long Term
*
Balancing Objectives and Measurements
*
The Purpose of Profit
*
Morality and Profits
*
Defining Corporate Performance
*
A Scorecard for Managers
*
Beyond the Information Revolution
*
Internet Technology and Education
*
The Great Strength of E-Commerce
*
E-Commerce: The Challenge
*
From Legal Fiction to Economic Reality
*
Management of the Multinational
*
Command or Partner
*
Information for Strategy
*
Why Management Science Fails to Perform
*
Nature of Complex Systems
*
From Analysis to Perception
>
April
*
Management as a Human Endeavor
*
The Responsible Worker
*
Spirit of Performance
*
Organizations and Individuals
*
Picking a Leader
*
Qualities of a Leader
*
Base Leadership on Strength
*
Leadership Is Responsibility
*
Absence of Integrity
*
Crisis and Leadership
*
The Four Competencies of a Leader
*
Fake Versus True Leaders
*
Churchill the Leader
*
Alfred Sloan's Management Style
*
People Decisions
*
Attracting and Holding People
*
Picking People: An Example
*
Decision Steps for Picking People
*
Placements That Fail
*
The Succession Decision
*
Sloan on People Decisions
*
A Good Judge of People?
*
The Crucial Promotions
*
Social Responsibility
*
Sloan on Social Responsibility
*
Corporate Greed and Corruption
*
What Is Business Ethics?
*
The Ethics of Social Responsibility
*
Business Ethics
*
Psychological Insecurity
>
May
*
Managing Knowledge Workers
*
The Network Society
*
Global Competitiveness
*
Characteristics of the Next Society
*
The New Pluralism
*
Knowledge Does Not Eliminate Skill
*
A Knowledge Society and Society of Organizations
*
Price of Success in the Knowledge Society
*
The Center of the Knowledge Society
*
Sickness of Government
*
Managing Foreign Currency Exposure
*
The Manufacturing Paradox
*
Protectionism
*
Splintered Nature of Knowledge Work
*
Use of PEOs and BPOs
*
Managing Nontraditional Employees
*
The Corporation as Confederation
*
The Corporation as a Syndicate
*
People as Resources
*
Making Manual Work Productive
*
Productivity of Service Work
*
Raising Service-Worker Productivity
*
Knowledge-Worker Productivity
*
Defining the Task in Knowledge Work
*
Defining Results in Knowledge Work
*
Defining Quality in Knowledge Work
*
Management: A Practice
*
Continuous Learning in Knowledge Work
*
Raise the Yield of Existing Knowledge
*
Rank of Knowledge Workers
*
Post-Economic Theory
>
June
*
Managing Oneself
*
A Successful Information Based Organization
*
The "Score" in InformationBased Organizations
*
Taking Information Responsibility
*
Rewards for Information Specialists
*
Hierarchy Versus Responsibility
*
Sudden Incompetence
*
Self Renewal
*
Individual Development
*
What to Do in a Value Conflict?
*
Place Yourself in the Right Organization
*
Management Education
*
Attracting Knowledge Workers
*
Pension-Fund Shareholders
*
Pension-Fund Regulation
*
Pension-Fund Capitalism
*
Test of Pension-Fund Socialism
*
The Business Audit
*
Inflation Versus Unemployment
*
When Regulation Is Required
*
Work
*
Goal and Vision for Work
*
Self-Governing Communities
*
Civilizing the City
*
Human Dignity and Status
*
Enjoying Work
*
Legitimacy of Management
*
Economic Progress and Social Ends
*
The Social Sector
*
Effective Management of Nonprofits
>
July
*
Theory of the Business
*
Reality Test of Business Assumptions
*
Synergy of Business Assumptions
*
Communicate and Test Assumptions
*
The Obsolete Theory
*
Focus on Excellence
*
Creating Customer Value
*
Identifying Core Competencies
*
Each Organization Must Innovate
*
Exploiting Success
*
Organized Improvement
*
Systematic Innovation
*
Unexpected Success
*
Unexpected Failure
*
Incongruity
*
Process Need
*
Industry and Market Structure
*
Demographics
*
Changes in Perception
*
New Knowledge
*
Innovation in Public-Service Institutions
*
Service Institutions Need a Defined Mission
*
Optimal Market Standing
*
Worship of High Profit Margins
*
Four Lessons in Marketing
*
From Selling to Marketing
*
Cost-Driven Pricing
*
Cost Control in a Stable Business
*
Cost Control in a Growth Business
*
Eliminating Cost Centers
*
Making Cost-Control Permanent
>
August
*
Diversification
*
Being the Wrong Size
*
Growth
*
Managing the New Venture
*
Calculated Obsolescence
*
Tunnel-Vision Innovation
*
Social Innovation: The Research Lab
*
Social Innovation: The Lab Without Walls
*
Research Laboratory: Obsolete?
*
The Infant New Venture
*
The Rapidly Growing New Venture
*
Managing Cash in the New Venture
*
Management Team for the New Venture
*
Unrealized Business Potential
*
Finding Opportunities in Vulnerabilities
*
Exploiting Innovative Ideas
*
First with the Most
*
Hitting Them Where They Aren't
*
Entrepreneurial Judo
*
Changing Economic Characteristics
*
Ecological Niche: Tollbooth Strategy
*
Ecological Niche: Specialty Skill Strategy
*
Ecological Niche: Specialty Market
*
Threats to Niche Strategies
*
Able Company: Research Strategy
*
Baker Company: Research Strategy
*
Charlie Company: Research Strategy
*
Success Always Creates New Realities
*
The Opportunity-Focused Organization
*
Finding Opportunity in Surprises
*
Maintaining Dynamic Equilibrium
>
September
*
Know Thy Time
*
Record Time and Eliminate Time Wasters
*
Consolidate Time
*
Practices of Effective Executives
*
Focus on Contribution
*
Performance Appraisals
*
How to Develop People
*
Knowledge Worker as Effective Executive
*
Take Responsibility for Your Career
*
Defining One's Performance
*
Results That Make a Difference
*
Managing Oneself: Identify Strengths
*
Managing Oneself: How Do I Perform?
*
Managing Oneself: What to Contribute?
*
Managing Oneself: Work Relationships
*
Managing the Boss
*
Managing Oneself: The Second Half
*
Managing Oneself: Revolution in Society
*
A Noncompetitive Life
*
Staffing Decisions
*
Widow-Maker" Positions
*
Overage Executives
*
Controls, Control, and Management
*
Controls: Neither Objective nor Neutral
*
Controls Should Focus on Results
*
Controls for Nonmeasurable Events
*
The Ultimate Control of Organizations
*
Harmonize the Immediate and Longrange Future
*
Misdirection by Specialization
*
Compensation Structure
>
October
*
Pursuing Perfection
*
Decision Objectives
*
Decision Making
*
The Right Compromise
*
Building Action into the Decision
*
Organize Dissent
*
Elements of the Decision Process
*
Is a Decision Necessary?
*
Classifying the Problem
*
Defining the Problem: An Example
*
Defining the Problem: The Principles
*
Getting Others to Buy The Decision
*
Testing the Decision Against Results
*
Continuous Learning in Decision Making
*
Placing Decision Responsibility
*
Legitimate Power in Society
*
The Conscience of Society
*
Capitalism Justified
*
Moving Beyond Capitalism
*
The Efficiency of the Profit Motive
*
The Megastate
*
Purpose of Government
*
Government Decentralization
*
Strong Government
*
Government in the International Sphere
*
Needed: Strong Labor Unions
*
Political Integration of Knowledge Workers
*
The Corporation as a Political Institution
*
Converting Good Intentions into Results
*
Fund Development in the Nonprofit
*
Effective Nonprofit Boards of Directors
>
November
*
Organizational Agility
*
Business Intelligence Systems
*
Gathering and Using Intelligence
*
The Test of Intelligence Information
*
The Future Budget
*
Winning Strategies
*
The Failed Strategy
*
Strategic Planning
*
Long-Range Planning
*
How to Abandon
*
Divestment
*
The Work of the Manager
*
Management by Objectives and Self-Control
*
How to Use Objectives
*
The Management Letter
*
The Right Organization
*
Limits of Quantification
*
Hierarchy and Equality
*
Characteristics of Organizations
*
The Federal Principle
*
Federal Decentralization: Strengths
*
Federal Decentralization: Requirements
*
Reservation of Authority
*
Simulated Decentralization
*
Building Blocks of Organization
*
Fundamentals of Communications
*
Rules for Staff Work
*
Rules for Staff People
*
Role of Public Relations
*
Control Middle Management
>
December
*
The Work of the Social Ecologist
*
Turbulent Times Ahead
*
The New Entrepreneur
*
Information on Cost and Value
*
Price-Led Costing
*
Activity Costing
*
Obstacles to Economic Chain Costing
*
EVA as a Productivity Measure
*
Benchmarking for Competitiveness
*
Resource-Allocation Decisions
*
Six Rules of Successful Acquisitions
*
Business Not Financial Strategy
*
What the Acquirer Contributes
*
Common Core of Unity
*
Respect for the Business and Its Values
*
Provide New Top Management
*
Promote Across Lines
*
Alliances for Progress
*
Rules for Successful Alliances
*
The Temptation to Do Good
*
The Whistle-blower
*
Limits of Social Responsibility
*
Spiritual Values
*
Human Existence in Tension
*
The Unfashionable Kierkegaard
*
Return of the Demons
*
Integrating the Economic and Social
*
The Family-Managed Business
*
Rules for the Family Managed Business
*
Innovations for Maximum Opportunities
*
From Data to Information Literacy
>
Five Most Important Questions 2008 (here)
>
2008 version
*
Inner leaf
*
Title page
*
Copyright page
*
Other Publications From The Leader To Leader Institute
*
Foreword
*
About Peter F. Drucker
>
Why Self-Assessment?
*
We need management
*
The Five Most Important Questions
*
Planning Is Not An Event
*
Encourage Constructive Dissent
*
Creating Tomorrow's Society Of Citizens
*
Notes
>
The Five Questions
>
What Is Our Mission?
>
Peter F. Drucker
*
Missions Are About Changing Lives
*
It Should Fit On A T-Shirt
*
Make Principled Decisions
*
Keep Thinking It Through
*
Jim Collins
>
Who Is Our Customer?
>
Peter F. Drucker
*
Identify The Primary Customer
*
Identifying Supporting Customers
*
Know Your Customers
*
Philip Kotler
>
What Does The Customer Value?
>
Peter F. Drucker
*
Understand Your Assumptions
*
What Does The Primary Customer Value?
*
What Do Supporting Customers Value?
*
Listen To Your Customers
*
Jim Kouzes
>
What are our results?
>
Peter F. Drucker
*
Look At Short-Term Accomplishments And Long-Term Change
>
Qualitative And Quantitative Measures
*
Qualitative measures
*
Quantitative measures
*
Assess What Must Be Strengthened Or Abandoned
*
Leadership Is Accountable
*
Note
*
Judith Rodin
>
What Is Our Plan?
>
Peter F. Drucker
*
The self-assessment process leads to a plan
*
Goals Are Few, Overarching, And Approved By The Board
*
Objectives Are Measurable, Concrete, And The Responsibility Of Management
>
Five Elements Of Effective Plans
*
Abandonment
*
Concentration
*
Innovation
*
Risk taking
*
Analysis
*
Build Understanding And Ownership
*
Never Really Be Satisfied
*
Note
>
V Kasturi Rangan
*
Planning process overview
*
Strategy formulation
*
A Plan is the Action Agenda
>
Central Element Of An Effective Plan
*
A Strong Focus on Goals
*
Steadfast in Direction, Flexible in Execution
*
Ownership and Accountability Placed with Individuals
*
Monitoring That Leads to Better Strategy
>
Transformational Leadership
>
Eight milestones toward a relevant, viable, effective organization
*
1. Scan the environment
*
2. Revisit the mission
*
3. Ban the hierarchy
*
4. Challenge the gospel
*
5. Employ the power of language
*
6. Disperse leadership across the organization
*
7. Lead from the front, don't push from the rear
*
8. Assess performance
*
The road ahead
>
The Self-Assessment Process
*
About the Self-Assessment Tool
*
Three phases of self-assessment
*
Workbook purposes and action
*
How to use this book
*
Note
>
Suggested Questions To Explore
>
Question I: What Is Our Mission?
*
What are we trying to achieve?
*
What are the significant external or internal challenges, opportunities, and issues?
*
Does our mission need to be revisited?
>
Question 2: Who Is Our Customer?
*
Who are our customers?
*
Have our customers changed
*
Should we add or delete some customers?
>
Question 3: What Does The Customer Value?
*
What do our customers value?
>
Question 4: What Are Our Results?
*
How do we define results for our organization?
*
To what extent have we achieved these results?
*
How well are we using our resources?
>
Question 5: What Is Our Plan?
*
What have we learned, and what do we recommend?
*
Where should we focus our efforts?
*
What, if anything, should we do differently?
*
What is our plan to achieve results for the organization?
*
What is my plan to achieve results for my group or responsibility area?
*
Notes
>
Definitions Of Terms
*
Action steps
*
Appraisal
*
Budget
*
Customers
*
Customer value
*
Depth interviews
*
Goals
*
Mission
*
Objectives
*
Plan
*
Results
*
Vision
>
About The Contributors
*
Jim Coffins
*
Philip Kotler
*
Jim Kouzes
*
Judith Rodin
*
V. Kasturi Rangan
*
Frances Hesselbein
*
About the Leader to Leader Institute
*
Acknowledgements
*
Additional Resources
>
The Effective Executive in Action (by Peter Drucker and Joseph A. Maciariello) 2006 (here)
V
*
About Peter Drucker
homepage.mac.com—about.html
V
*
The Effective Executive
homepage.mac.com—effective_preview.html (a preview of the original text)
*
Foreword
*
Introduction: How to Use The Effective Executive in Action
*
Click triangles at the left of the topics below to expand or contract their outlines
>
Chapter 1 -- Effectiveness Can Be Learned
*
Introduction
*
Getting the Right Things Done
*
The Authority of Knowledge
*
Executive Realities
*
The Effective Personality
>
Chapter 2 -- Know Thy Time
*
Introduction
*
Time: The Limiting Factor to Accomplishment
>
Time Management: The Three Steps
*
Recording Time
>
Managing Time
*
Eliminate Time-Wasters
*
Delegate Activities
*
Wasting Time of Other People
>
Prune Activities Resulting from Poor Management
*
Overstaffing
*
Malorganization
*
Malfunction in Information
*
Create and Consolidate Blocks of Discretionary Time
*
Effective Use of Discretionary Time
>
Chapter 3 -- Focus on Contribution
*
Introduction
>
Focus on Contribution: Results, Values, and Developing People
*
Focus on Results
*
Contribution of Knowledge Workers
>
Three Key Performance Areas
*
Direct Results
*
For What Does the Organization Stand?
*
Executive Succession
*
Focus on Contribution and People Development
*
Challenges and Contribution
*
Executive Failure
*
Communicating Knowledge
>
Good Human Relations
*
Communications
*
Teamwork
*
Individual Self-Development
*
Develop Others
>
Make Meetings Productive
*
Effective Meetings
>
Chapter 4 -- Making Strength Productive
*
Introduction
>
Purpose of the Organization
*
Staff from Strength
*
Weaknesses in People
*
Look for Outstanding Strength
*
Make Each Job Demanding and Big
*
Make Weaknesses Irrelevant
*
Jobs Structured to Fit Personalities
>
Decision Steps for Effective Staffing Decisions
*
Think Through the Assignment
*
Consider Several Qualified People
*
Study the Performance Records of Candidates
*
Discuss Candidates with Former Colleagues
*
Appointee Should Understand the Assignment
>
Five Ground Rules for Effective Staffing Decisions
*
Responsibility for Failed Placements
*
Responsibility for Removing Non-Performers
*
Right People Decisions for Every Position
*
A Second Chance
*
Place Newcomers in Established Positions
*
Appraise Based on Strengths
*
Character and Integrity
>
How Do I Manage My Boss?
*
A Boss List
*
Input from Bosses
*
Help Bosses Perform
*
Build on Bosses' Strengths
*
Keep Bosses Informed
*
No Surprises
*
Common Mistakes in Managing the Boss
>
Managing Oneself
>
Steps for Managing Oneself
*
Identify Your Strengths
*
Recognize Your Work Style
*
Determine How to Best Make Your Contribution
*
Take Responsibility for Work Relationships
*
Develop Opportunities for the Second Half of Your Life
>
Chapter 5 -- First Things First
*
Introduction
*
Concentration
>
Abandonment
*
Where Abandonment Is Always Right
*
An Abandonment Process
*
Concentrate on a Few Tasks
*
Priorities and Posteriorities
*
Postponing the Work of Top Management
*
Deciding on Posteriorities
>
Rules for Priority Setting
*
Pick the future as against the past;
*
Focus on opportunity rather than on problems;
*
Choose your own direction-rather than climb on the bandwagon; and
*
Aim high, aim for something that will make a difference, rather than for something that is "safe" and easy to do.
>
Chapter 6 -- Effective Decisions
*
Introduction
*
Decision Making
*
Is a Decision Really Necessary?
>
Elements of Effective Decision Making
*
Classifying the Problem
*
Defining the Problem
*
Specifications of a Decision
*
Deciding on What Is Right
*
The Right Compromise
*
Building Action into the Decision
*
Testing the Decision Against Actual Results
>
The Effective Decision
*
Start with Untested Hypotheses
*
Opinions Rather Than Facts
*
Develop Disagreement
*
The Decision
*
Conclusion: Effectiveness Must Be Learned
*
Best Hope to Make Society Productive
*
Authors' Note
>
The Definitive Drucker 2007 (here)
*
Endorsements
*
Title and copyright info
*
Contents
*
Foreword by A.G. Lafley Chairman, President, and CEO P&G
>
Introduction
*
A call from Peter Drucker
*
An already full schedule
*
Twenty-first century realities
*
The shaping and creation of this book
*
Peter Drucker' liberating impact
*
Drucker Ideas
*
Book contents
*
Drucker's declarations
>
Drucker Philosopy
*
Efficiency vs. Effectiveness
*
On Money
*
On Management
*
On Knowledge
*
On the Individual
>
Doing Business in the Lego World
*
The Silent Revolution
*
Embracing The Future
*
The Primacy Of Knowledge
*
The Lego World
*
A New Solution Space
*
Implications For Managers
*
Conclusion
>
The Customer: Joined at the Hip
*
Medtronic
*
Connecting With Your Customer: Four Drucker Questions
*
Who Should Be Considered A Customer?
*
Ideas In Action: Shadow Customers
*
Customer Versus Competitor?
*
Who Is Not Your Customer?
*
Which Of Your Current Noncustomers Should You Be Doing Business With?
*
What Does Your Customer Consider Value?
*
Does Your Customer's Perception Of Value Align With Your Own?
*
How Do Connectivity And Relationships Influence Value?
*
Which Customer Wants Remain Unsatisfied?
*
What Are Your Results With Customers?
*
How Are Outsiders Measuring And Sharing Results And Information About Your Products And Services?
*
Are You Fully Leveraging The Information Your Results Provide?
*
Are You Honest And Socially Responsible In Presenting Your Results?
*
Does Your Customer Strategy And Your Business Strategy Work Together?
*
Procter & Gamble
*
The Grandfather Of Marketing
*
Conclusion
>
Innovation and Abandonment
*
Creating Your Tomorrow: Four Drucker Questions
*
What Do You Have To Abandon To Create Room For Innovation?
*
If You Weren't In This Business Today, Would You Invest The Resources To Enter It?
*
What Unconscious Assumptions Limit Your Innovative Thinking?
*
Are Your Highest-Achieving People Assigned To Innovative Opportunities?
*
Do You Systematically Seek Opportunities
*
Do You Look For Opportunities As If Your Survival Depended On It?
>
Are You Looking At The Seven Key Sources Of Opportunities?
*
The Unexpected
*
Industry Disparities across Time or Geography
*
Incongruities
*
Process Vulnerabilities
*
Demographic Changes
*
Perception and Priority Changes That Shift Buying Habits
*
New Knowledge
*
Do You Use A Disciplined Process For Converting Ideas Into Practical Solutions?
*
Do You Brainstorm Effectively?
*
Do You Match Up Ideas With The Opportunity?
*
Do You Test And Refine Ideas Based On The Market Response?
*
Do You Deliver The Results?
*
Does Your Innovation Strategy Work With Your Business Strategy?
*
What Is Your Company's Target Role In Defining New Markets?
*
Do Your Opportunities Fit With Your Business Strategy?
*
Are You Allocating Resources Where You Want To Be Making Bets?
*
How Innovation Enables Ge's Longevity And Valuation
*
Making Innovation Everyone's Business
>
In Contrast To Ge: Siemens Ag
*
Different Cultures
*
Differing Results
*
Conclusion
>
Collaboration and Orchestration
*
The Power Of Collaboration
>
Collaboration And Orchestration: Three Drucker Questions
*
What Are The Goals Of Your Collaboration?
*
How Should The Collaboration Be Structured?
*
How Can You Orchestrate Your Collaboration to ...
*
Create A Living Business Plan
*
Structure Communications For Agile Decision Making
*
Track Progress As Measured By Expected Results
*
In one of our conversations, Bill Pollard
*
Conclusion
>
People and Knowledge
*
Alcoa And People
*
Investing In People And Knowledge: Five Drucker Questions
*
What Is The Task?
*
What Knowledge And Working Style Will Help An Individual Win?
*
Drucker listed five rules for making hiring decisions:
*
Are You Accessing The Full Diversity Of The Population?
*
Is There A Clear Mission And Direction That Builds Commitment?
*
Are People Given Autonomy And Support?
*
Are You Playing To People's Strengths Rather Than Managing Around Their Problems?
*
Do You Systematically Match Strengths With Opportunities?
*
Do Your Structure And Processes Maximize The Knowledge Worker's Contribution And Productivity?
*
Do You Systematically Develop Employees?
>
Using Talent Management To Accelerate Strategic Change
*
Background
*
A Changing World
*
Is Knowledge Built Into Your Customer Connection?
*
Is Knowledge Built Into Your Innovation Process?
*
Is Knowledge Built Into Your Collaborations?
*
Is Knowledge Built Into Your People And Knowledge Management?
*
How People Make The Difference At Edward Jones
*
Google's 10 Golden Rules For Knowledge Workers
*
Conclusion
>
Decision Making: The Chassis That Holds the Whole Together
*
Decision Making: The Right Risks
*
Decision Making: Four Drucker Questions
*
Is Action Required?
*
Who Should Make The Decision?
*
What's The Real Issue?
*
What Specifications Must The Solution Meet?
*
Have You Fully Considered All The Alternative Solutions?
*
Have You Gained Commitment And Capacity Of The Implementers?
*
Do You Have Mechanisms That Provide Tracking And Feedback?
*
The Decision Process
*
How Toyota Gets Its Edge
*
The Origins Of The Toyota Way
>
How Toyota Makes Decisions
*
Do the Homework First
*
Look at All Solutions, Build Consensus among Stakeholders, and Set Sights High
*
Implement Rapidly
*
Decision Making By Alfred Sloan
*
Conclusion
>
The Twenty-First-Century CEO
>
Field Of Vision
*
On my first meeting with Frances Hesselbein
>
The CEO Brand
*
When Frank Weise became the CEO of Cott Beverage
*
Influence On People--Collectively And Individually
*
Each Of Us As CEO
*
Endnotes
*
Books By Peter F. Drucker
*
Acknowledgments
>
Revised Edition of Management: Tasks, Responsibilities, Practices by Peter Drucker with Joseph A. Maciariello 2008 (here)
*
Contents
*
Peter Drucker's Legacy by Jim Collins
*
Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices
*
Preface
*
1 Introduction: Management and Managers Defined
*
2 Management as a Social Function and Liberal Art
*
3 The Dimensions of Management
>
Part I Management's New Realities
*
4 Knowledge Is All
*
5 New Demographics
*
6 The Future of the Corporation and the Way Ahead
*
7 Management's New Paradigm
>
Part II Business Performance
*
8 The Theory of the Business
*
9 The Purpose and Objectives of a Business
*
10 Making the Future Today
*
11 Strategic Planning: The Entrepreneurial Skill
>
Part III Performance in Service Institutions
*
12 Managing Service Institutions in the Society of Organizations
*
13 What Successful and Performing Nonprofits Are Teaching Business
*
14 The Accountable School
*
15 Rethinking "Reinventing Government"
*
16 Entrepreneurship in the Public-Service Institution
>
Part IV Productive Work and Achieving Worker
*
17 Making Work Productive and the Worker Achieving
*
18 Managing the Work and Worker in Manual Work
*
19 Managing the Work and Worker in Knowledge Work
>
Part V Social Impacts and Social Responsibilities
*
20 Social Impacts and Social Responsibilities
*
21 The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good
>
Part VI The Manager's Work and Jobs
*
22 Why Managers?
*
23 Design and Content of Managerial jobs
*
24 Developing Management and Managers
*
25 Management by Objectives and Self-Control
*
26 From Middle Management to Information-Based Organizations
*
27 The Spirit of Performance
>
Part VII Managerial Skills
*
28 The Elements of Effective Decision Making
*
29 How to Make People Decisions
*
30 Managerial Communications
*
31 Controls, Control, and Management
*
32 The Manager and the Budget
*
33 Information Tools and Concepts
>
Part VIII Innovation and Entrepreneurship
*
34 The Entrepreneurial Business
*
35 The New Venture
*
36 Entrepreneurial Strategies
*
37 Systematic Innovation Using Windows of Opportunity
>
Part IX Managerial Organization
*
38 Strategies and Structures
*
39 Work- and Task-Focused Design
*
40 Three Kinds of Teams
*
41 Result- and Relation-Focused Design
*
42 Alliances
*
43 The CEO in the New Millennium
*
44 The Impact of Pension Funds on Corporate Governance
>
Part X New Demands on the Individual
*
45 Managing Oneself
*
46 Managing the Boss
*
47 Revitalizing Oneself—Seven Personal Experiences
*
48 The Educated Person
*
Conclusion: The Manager of Tomorrow
*
Author's Note
*
Bibliography
*
Drucker Annotated Bibliography
*
Index
>
Management Cases (Revised Edition) 2009 (here)
*
Preface
*
Foreword: Rigor and Relevance by Warren G. Bennis
>
Part I Management's New Realities
*
Yuhan-Kimberly's New Paradigm: Respect for Human Dignity
>
Part II Business Performance
*
What Is OUR Business?
*
What Is a Growth Company?
*
Success in the Small Multinational
*
Health Care as a Business
>
Part III Performance in Service Institutions
*
The University Art Museum: Defining Purpose and Mission
*
Rural Development Institute: Should It Tackle the Problem of the Landless Poor in India?
*
The Future of Mt. Hillyer College
*
The Water Museum
*
Should the Water Utility Operate a Museum?
*
Meeting the Growing Needs of the Social Sector
*
The Dilemma of Aliesha State College: Competence versus Need
*
What Are "Results" in the Hospital?
*
Cost Control in the Hospital
>
Part IV Productive Work and Achieving Worker
*
Work Simplification and the Marketing Executive
*
The Army Service Forces
*
How Does One Analyze and Organize Knowledge Work?
*
Can One Learn to Manage Subordinates?
*
How to Staff the Dead-end job?
*
The New Training Director in the Hospital
*
Are You One of "Us" or One of "Them"?
*
Midwest Metals and the Labor Union
*
Safety at Kajak Airbase
>
Part V Social Impacts and Social Responsibilities
*
Corporate Image to Brand Image: Yuhan-Kimberly
*
The Peerless Starch Company of Blair, Indiana
>
Part VI The Manager's Work and Jobs
*
Alfred Sloan's Management Style
*
Performance Development System at Lincoln Electric for Service and Knowledge Workers
*
Internal and External Goal Alignment at Texas Instruments
*
Can You Manage Your Boss?
*
Ross Abernathy and the Frontier National Bank
*
The Failed Promotion
>
Part VII Managerial Skills
*
Lyndon Johnson's Decision
*
The New Export Manager
*
The Insane Junior High School Principal
*
The Structure of a Business Decision
*
The Corporate Control Panel
>
Part VIII Innovation and Entrepreneurship
*
Research Strategy and Business Objectives
*
Who Is the Brightest Hamster in the Laboratory?
*
Andy Grove of Intel: Entrepreneur Turned Executive
*
The Chardack-Greatbatch Implantable Pacemaker
>
Part IX Managerial Organization
*
The Invincible Life Assurance Company
*
The Failed Acquisition
*
Banco Mercantil: Organization Structure
*
The Universal Electronics Company
*
Research Coordination in the Pharmaceutical Industry
*
The Aftermath of Tyranny
*
What Is the Contribution of Bigness?
>
Part X New Demands on the Individual
*
The Function of the Chief Executive
*
Drucker's Ideas for School Reform
*
What Do You Want to Be Remembered For?
>
Inside Drucker's Brain 2008 (here)
*
Introduction: In Search of Drucker
>
Opportunity Favors the Prepared Mind
*
Drucker's Break
*
The Phone Call That Sparked a Discipline
*
Fired by Eisenhower
*
Each step of Drucker's career put him in uncharted waters
>
Execution First and Always
*
Execution Requires Abandonment
*
Barriers to Effective Execution
*
On Execution
*
Execution is not just tactics
*
Management must always, in every decision and action, put economic performance first
>
Broken Washroom Doors
*
Broken Compensation Systems
*
Get the 80 and the 20 Right
*
Protecting Washroom Doors
*
Mission Statements Prevent Dysfunction
*
Broken Doors in the Publishing Business
*
To make sure that broken washroom doors do not derail a company
>
Outside-In
>
Eight Realities for Every Manager
*
Results and resources exist outside the business
*
Results are achieved by exploiting opportunities, not solving problems
*
To obtain results, resources must be allocated to opportunities
*
The most meaningful results go to market leaders
*
Leadership, however, is short-lived and not likely to last
*
What exists is getting old
*
What exists is likely to be misallocated
*
To achieve the greatest economic results, concentrate
*
There Are No Results Within the Organization
*
More Management Realities
*
Welch's Big Idea
*
The Outside-In Retailer
*
Master the Habits of Outside-In
*
There was an evolution to Drucker's thinking that led to his outside-in imperative
>
When Naturals Run Out
*
The Birth of the Modern Corporation
*
Drucker told me what he felt were his six most important books
*
Middle Managers and the Knowledge Society
*
Anatomy of a Natural
*
A Brief Primer on "Making" Naturals
*
Four More Rituals of a Natural
*
When Naturals Run Out
>
The Jeffersonian Ideal
*
HistoryThrough Drucker's Eyes
*
The Limits of an Assembly-line Mentality
*
Don't Take "What to Do" for Granted
*
The Partnership Imperative
>
Abandon All but Tomorrow
*
Abandonment Is Not Sexy
*
The First Step in a Growth Policy
*
Rewrite Last Month's Manual
*
Abandonment and Reality
*
Abandonment is one of the keys to understanding Drucker
>
Auditing Strengths
*
The Strengths Revolution
*
Audit Your Own Strengths
*
Seven Tips for Building on Strength
*
Rethink Performance Reviews
*
Your Back Room Is Somebody's Front Room
*
Take a Strengths Audit
*
Remember that there are many aspects of building on strengths
>
The Critical Factor?
*
The Key Is Effectiveness
>
Drucker's Leadership Ideal
*
Character First, Then Courage
*
Creates a Clear Mission
*
Instills Loyalty
*
Focuses on Strengths
*
Has No Fear of Strong Subordinates
*
Earns Trust via Consistency
*
Prepare for Tomorrow's Leaders
*
Just as there are "no leadership qualities," there is no one critical factor
>
Drucker on Welch
*
The Drucker-GE-Weich Connection
*
What Welch Inherited
*
The Right Man for the Future
*
Reconciling the Accounts
*
The key takeaway from this chapter
>
Life-and-death Decisions
>
Life-and-death Decisions Defined
*
Whom to Promote?
*
Whom to Fire?
*
Defining the Scope of Each Job
*
Who Makes Life-and-death Decisions?
*
The Three Officers Rule
*
Priority Decisions
*
There are no decisions more important than people decisions
>
The Strategic Drucker
*
Purpose and Objectives First
*
A Twenty-First-Century Example
*
Defining a Twenty- First-Century Business
*
A CEO in Drucker's Image
*
Following Drucker's Playbook
*
Obsess over Customers
*
"It's All About the Long Term"
*
Don't Let Wall Street Run the Company
*
The Wrong Decision Is Better Than No Decision
*
Take Risks That Benefit Tomorrow
*
Objectives Represent the Strategy
*
Grow Through Strategic Alliances
*
Strategy begins with asking the basic question of what is the business
>
The Fourth Information Revolution
*
Early Views
*
The Coming of the New Organization
*
The New Information Revolutions
*
The Electronic Revolution and the Power of Print
*
"Beyond the Information Revolution"
*
Drucker's evolving views on information
>
The Leader's Most Important Job
*
A Foul-Weather Job
*
If the Market Grows, Grow with It
*
The Key Competencies
*
Self-made Leaders
*
Balance Is the Key
*
One of the biggest mistakes
>
A Short Course on Innovation
*
Making the Future Happen
*
What Will Our Business Be?
*
Organize for Innovation
*
Innovation Down the Barrel of a Gun
*
Disruptive Technologies
*
Peter Drucker was the first business writer to attack the topic of innovation in systematic fashion
>
Epilogue: The People Who Shaped Peter Drucker
*
The Beginning
*
"A Stupid Old Woman"
*
Drucker's Greatest Teachers
*
The Monster and the Lamb
*
These are just a few of the people—and events—who helped to make Peter Drucker what he became
*
Acknowledgments
*
Sources
*
index
>
The Drucker Difference 2009 (here)
*
Foreword
>
Introduction: The Drucker Living Legacy
*
The Contributions in This Book
*
Tying It All Together
>
Management as a Liberal Art
*
The Liberal Arts: A Historical Tradition
*
Applying Management as a Liberal Art for Today's Executives
*
Conclusion
>
Drucker on Government, Business, and Civil Society: Roles, Relationships, Responsibilities
*
The Need for Government to Steer, Not Row
*
Putting It All Together
*
It's Called Responsibility, Stupid!
*
Looking Out the Window to See What Is Visible but Not Yet Seen Today
>
Leading Knowledge Workers: Beyond the Era of Command and Control
*
What Is Knowledge Work?
*
The Challenge of Leading Knowledge Workers
*
Leadership in Historical Context
>
How to Lead Knowledge Work--It Is All in the Recipe
*
Directive Leadership
*
Transactional Leadership
*
Transformational Leadership
*
Empowering Leadership
*
Scientific Evidence on Shared Leadership
*
Is Shared Leadership a Panacea?
*
The Future of Leading Knowledge Work
>
Value(s)-Based Management: Corporate Social Responsibility Meets Value-Based Management
*
Adam Smith, the Invisible Hand, and Value-Based Management
*
A Stakeholder Perspective
*
Value(s)-Based Management: A Marriage of Value-Based Management and Stakeholder Theory
*
Value(s)-Based Management--The Evidence
*
Conclusion
>
Drucker on Corporate Governance
*
Boards: The Perennial Villain
*
The 2002 U.S. Governance Reforms
*
The Board's Role
*
Management versus Governance
*
Director Independence versus Board Independence
*
The New Focus: Board Leadership
>
Should Directors Engage with Stakeholders?
*
Globalization
*
Loss of trust
*
Civil society activism
*
Institutional investor interest in CSR
*
Conclusion
>
Corporate Purpose
*
What Is Corporate Purpose?
>
Why a Customer-Focused Purpose Is Superior
*
Balancing Stakeholders' Interests Is a Vacuous Purpose
*
Why Not an Employee-Focused Purpose?
>
Why Not a Shareholder-Focused Purpose?
*
Shareholder Wealth Maximization Measures a Company's Wealth Producing Capacity Too Narrowly
*
Wealth Capture Is Not Wealth Creation
*
Current Shareholder Value Does Not Equate to Future Competitiveness
*
Managers of Financial Institutions Are at a Disadvantage in Making Resource Allocation Decisions
*
Shareholders Are Not a Monolithic Body
*
What Is the Role of Profits?
*
Purpose and the Making of Meaning
>
Purpose and Strategy
*
Purpose and Strategic Orientation
>
Purpose and the Way of Managing
*
Purpose and the Strategy Formulation Process
*
Reflecting Purpose in Operational Goals
*
Managerial Influence through Shared Values Grounded in Purpose
*
Managing Change with Purpose
*
The Responsibilities of Leadership
>
Strategy for What Purpose?
*
Figure 7-1
>
Purpose
>
Traps
*
1. Believing that strategic decisions can come only from the top
*
2. Going to an executive retreat and coming down with the answer
*
3. Becoming obsessed with numbers
*
4. Letting your need for growth drive your thinking
*
Stakeholders
*
1. For whose benefit does the enterprise exist?
*
2. To what extent are the expectations of each stakeholder being met?
*
3. What is the priority among stakeholders?
*
Objectives
*
Strategy
>
Execution
*
Skills and Fit
*
Policies
*
Responsibility and Accountability for Results, Not for Activities
*
Conclusion
>
The Twenty-First Century: The Century of the Social Sector
*
Drucker and the Social Sector
*
The Social Sector Defined
*
Leading Social Change: Innovation and Entrepreneurship through the Social Sector
*
Creating the Tomorrow of the Social Sector
>
Economic Environment, Innovation, and Industry Dynamics
*
Industrial Environment
*
National Environment
*
Global Environment
>
A Pox on Charisma: Why Connective Leadership and Character Count
*
Charisma versus Character and Performance
*
The End of the Geopolitical Era; the Emergence of the Connective Era
*
Challenges of the Connective Era: Diversity and Interdependence
*
Integrating Diversity and Interdependence
*
Authenticity and Accountability: Hallmarks of Connective Leadership
*
Denatured Machiavellianism: Ethical Instrumentalism
>
Achieving the Mission through Connections: A Repertoire of Achieving Styles
*
The L-BL Achieving Styles Model
*
The Direct Achieving Styles Set: Intrinsic, Competitive, and Power
*
The Instrumental Achieving Styles: Personal, Social, and Entrusting
*
The Relational Achieving Styles Set: Collaborative, Contributory, and Vicarious
*
Inventories for Measuring Connective Leadership: Individual, Organizational, Situational, and 360° A
>
Leadership for What? Dealing with the Serious Issues of Life
*
The Dangerous Trade-Off
*
One Critical Leadership Contribution
>
Knowledge Worker Productivity and the Practice of Self-Management
*
Productivity from the Inside Out
*
Creating the Practice of Self-Management
*
Self-Management Means Managing Your Nervous System
>
Attention Is the Foundation for Self-Management
*
Drucker and the Vital Need to Train Perception
*
Concentrated Attention: Focus Is Power
*
Multitasking Damages Your Productivity, Your Relationships, and Your Brain
*
Breaking the Cycle of Multitasking
*
Concentration Meditation: Strengthening the Inner CEO
>
Attention, Mindfulness, and Systematic Abandonment: Learning to See in Order to Change
*
Neuroplasticity: Rewiring the Network
*
Mindfulness Means Directing Attention
*
Mindfulness and Adam Smith
*
Employing the Impartial Spectator
*
Mindsets for the Status Quo and Mindsets for Growth
*
Being Mindful of Reactive Emotions
*
The Case of the Anxious Engineer
*
Drucker, the Great Liberator
>
Labor Markets and Human Resources: Managing Manual and Knowledge Workers
*
Conceptual Foundations and the Importance of Labor Markets
*
Human Resources and the Role of Management
*
Using Drucker's Insights to Understand the Labor-Market Impact of Immigration in the United States
*
Conclusion
>
Peter Drucker: The Humanist Economist
*
Introduction
*
Peter Drucker: The Early Years
*
Peter Drucker: Groups and Governments
>
The Drucker Vision and Its Foundations: Corporations, Managers, Markets, and Innovation
>
On the Foundations of the Drucker Vision
*
Historical Context
>
Economic Foundations
*
Carl Menger
*
Eugen von Bohm-Bawerk
*
Friedrich von Hayek
*
Joseph Schumpeter
*
Synthesis
>
The Drucker Vision
>
Classical Economics and the Profit Motive
*
On Keynesian Macroeconomics
*
On the Profit Motive
>
Corporate Social Purpose and the Value Imperative
*
Early Views on the Plant Community
*
Later Views on the Plant Community
*
Later Views on Purpose and Performance
*
Pension Funds and the Market for Corporate Control
>
Corporate Social Responsibility and Managerial Ethics
*
On Responsibility for "Impacts"
*
On the Social Responsibility and Ethics of Managers
>
Corporate Purpose and Innovation
*
On the Importance of Innovation
*
On the Role of Profit in Innovation
*
Recap
*
A Conjecture on Drucker's View of the Economic Collapse of 2008-2009
>
Drucker on Marketing: Remember, Customers Are the Reason You Are in Business
*
The History of Marketing
>
Drucker on Marketing
*
Looking at the Organization from the Customers' Point of View
*
Are Customers Rational or Irrational?
*
The "Total Marketing Approach"
*
Market Boundaries and Changing Markets
>
Drucker on Innovation, Organizational Performance, and Societal Welfare
*
Marketing in Different Contexts
*
Marketing and Innovation: The Good and the Bad
*
Conclusion
>
A Closer Look at Pension Funds
*
The U.S. Investment Market
*
Anatomy of Pension Fund Investors
*
Notes
*
Sources
*
Index
>
The Drucker Lectures: Essential Lessons on Management, Society, and Economy by Rick Wartzman 2010 (here)
*
Introduction
>
Part I 1940s
*
How Is Human Existence Possible? (1943)
*
The Myth of the State (1947)
>
Part II 1950s
*
The Problems of Maintaining Continuous and Full Employment (1957)
>
Part III 1960s
*
The First Technological Revolution and Its Lessons (1965)
*
Management in the Big Organizations (1967)
>
Part IV 1970s
*
Politics and Economics of the Environment (1971)
*
What We Already Know about American Education Tomorrow (1971)
*
Claremont Address (1974)
*
Structural Changes in the World Economy and Society as They Affect American Business (1977)
>
Part V 1980s
*
Managing the Increasing Complexity of Large Organizations (1981)
*
The Information-Based Organization (1987)
*
Knowledge Lecture I (1989)
*
Knowledge Lecture II ((1989)
*
Knowledge Lecture III (1989)
*
Knowledge Lecture IV (1989)
*
Knowledge Lecture V (1989)
>
Part VI 1990s
*
The New Priorities (1991)
*
Do You Know Where You Belong? (1992)
*
The Era of the Social Sector (1994)
*
The Knowledge Worker and the Knowledge Society (1994) Reinventing Government: The Next Phase (1994)
*
Manage Yourself and Then Your Company (1996)
*
On Health Care (1996)
*
The Changing World Economy (1997)
*
Deregulation and the Japanese Economy (1998)
*
Managing Oneself (1999)
*
From Teaching to Learning (1999)
>
Part VII 2000s
*
On Globalization (2001)
*
Managing the Nonprofit Organization (2001)
*
The Future of the Corporation I (2003)
*
The Future of the Corporation II (2003)
*
The Future of the Corporation III (2003)
*
The Future of the Corporation IV (2003)
*
About Peter F Drucker
*
Books by Peter F Drucker
*
Index
>
A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher by William A. Cohen, Ph.D 2007 (here)
*
Acknowledgments and Dedication
*
What Peter Drucker Wrote About Bill Cohen
*
Foreword by Ira Jackson
*
Introduction
*
How I Became the Student of the Father of Modern Management
*
Drucker in the Classroom
*
What Everybody Knows Is Frequently Wrong
*
Self-Confidence Must Be Built Step-by-Step
*
If You Keep Doing What Worked in the Past You're Going to Fail
*
Approach Problems with Your Ignorance—Not Your Experience
*
Develop Expertise Outside Your Field to Be an Effective Manager
*
Outstanding Performance Is Inconsistent with Fear of Failure
*
The Objective of Marketing Is to Make Selling Unnecessary
*
Ethics, Honor, Integrity and the Law
*
You Can't Predict the Future, But You Can Create It
*
We're All Accountable
*
You Must Know Your People to Lead Them
*
People Have No Limits, Even After Failure
*
A Model Organization That Drucker Greatly Admired
*
The Management Control Panel
*
Base Your Strategy on the Situation, Not on a Formula
*
How to Motivate the Knowledge Worker
*
Drucker's Principles of Self-Development
*
Afterword
*
Notes
*
Books by and About Peter Drucker
*
Index
>
Drucker on Leadership: New Lessons from the Father of Modern Management by William A. Cohen, Ph.D 2009 (here)
*
Foreword by Frances Hesselbein
*
Introduction: Peter Drucker and Leadership
>
Part One The Leader's Rule in Shaping the Organization's Future
*
The Fundamental Decision: Determining the Business of the Organization
*
The Process: Creating a Strategic Plan
*
Look, Listen, and Analyze: The Information the Leader Needs
*
Methodology: Developing Drucker-Based Strategies
*
Taking Action: What It Takes to Implement Your Plan
>
Part Two Ethics and Personal Integrity
*
Drucker's Views on Business Ethics
*
Effective Leadership and Personal Integrity
*
The Seven Deadly Sins of Leadership
*
Effective Leadership and Corporate Social Responsibility
*
The Responsibility of a Corporation: First, Do No Harm
>
Part Three The Military: Drucker's Model Organization
*
Leadership Lessons from Xenophon
*
Training and Developing Leaders
*
Promotion and Staffing
*
The Heart of Leadership
*
Leadership for Upper Management
>
Part Four Motivation and Leadership
*
Leadership Style as a Motivator
*
Motivating to Peak Performance
*
Charisma as a Motivator
*
The Volunteer Paradigm
>
Part Five The Marketing Model of Leadership
*
Applying Marketing to Leadership
*
Applying Segmentation to Leadership
*
Applying Positioning to the Organization and the Leader
*
The Role of Influence and Persuasion on Strategy and Tactics
*
Epilogue: Drucker's Legacy
*
Notes
*
About the Author
*
Index
*
rlaexp.com sitemap
*
The memo THEY don’t want you to SEE (here)