pyramid to dna

Concept of the Corporation

Amazon link: Concept of the Corporation

by Peter Drucker

Introduction, prefaces, and epilogue

  • Introduction To The Transaction Edition
  • Preface To The 1983 Edition
  • Preface To The Original Edition (1946)
  • Capitalism In One Country
  • The Corporation As Human Effort
    • Organization for Production
      • Experience in the war
      • The problem of leadership
      • Recruiting and training
      • Specialists and "generalists"
      • Policy and initiative
      • A yardstick of efficiency
    • Decentralization
      • General Motors' policies
      • Line and staff
      • An essay in federalism
      • Central and divisional management
      • Service staffs
      • Bonuses
      • The "Sloan meetings"
      • Freedom and order
      • Base pricing
      • Competition in the market
    • How Well Does It Work?
      • The conversion to war production
      • Reconversion to peacetime work
      • Isolation of the top executives
      • Customer relations
      • Dealer relations
      • Community relations
      • General public relations
    • The Small Business Partner
      • New-car sales and the used-car market
      • The dealer's franchise
      • Loans to dealers
    • Decentralization as a Model?
      • Decentralization for other industries
      • The Fisher Body Division
      • Chevrolet
      • The competitive market check
      • The production of leaders
  • The Corporation As A Social Institution
    • The American Beliefs
      • Equal opportunity
      • Uniqueness of the individual
      • "Middleclass" society
      • Are opportunities shrinking?
      • Emphasis on education
      • Dignity and status in industrial society
      • Assembly-line "monotony"
      • The failure of paternalism
      • Can the unions do it?
    • The Foreman: The Industrial Middle Class
      • The foreman
      • His opportunities
      • The "forgotten man"
      • The drive to unionize foremen
    • The Worker
      • The worker's industrial citizenship
      • Training
      • The plant community
      • Lessons of the war
      • Flexibility of mass production
      • The worker's pride and interest
      • Inventiveness
      • "Social gadgeteering"
      • Suggestion plans
      • Plant services
      • The wage issue
      • The strike against General Motors
      • Profits, pricing, and wages
      • The annual wage
      • Collectivism not the answer
      • Worker's participation in management
  • Economic Policy In An Industrial Society
    • The "Curse of Bigness"
      • Society's stake in corporation policy
      • Monopoly
      • The old theories
      • Supply and demand
      • Efforts to regulate
      • The "curse of bigness"
      • Economics and technological necessity
      • General Motors service staffs
      • Policy-making and long-term interests
      • Social stability
    • Production for "Use" or for "Profit"?
      • Risks
      • Expansion
      • Capital requirements
      • The profit motive
      • "Creative instincts"
      • The lust for power
      • The market theory
      • Price
      • Economic wants
      • "Economic planning"
      • Social needs
      • The market as yardstick
      • Individual wants
      • The socialist counterargument
      • Self-interest
    • Is Full Employment Possible?
      • Depressions
      • The business cycle
      • Public works programs
      • The challenge to business leaders
      • The calendar year strait jacket
      • Cyclical taxes
      • Reserves for employment funds
      • Unemployment insurance
      • Union wage policies
      • Capital for new ventures
      • Economic policy for a free-enterprise society
      • The threat of total war
  • Epilogue (1983)

Flash forward to the Management Revolution

See My Years with General Motors (by Alfred Sloan)



“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




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