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Peter Drucker on the Profession of Management

by Peter Drucker

Amazon link: Peter Drucker on the Profession of Management




No one has influenced the practice and study of management more than Peter Drucker.

Ever since the publication of his first management book in 1946, Concept of the Corporation, which was based on his study of General Motors, Drucker has devoted his career to shaping and developing the art of professional management.

In fact, Concept of the Corporation is considered to be the first book on management, period.

On the Profession of Management is a compilation of Drucker’s work that has appeared in the “Harvard Business Review” over the last 30 years.

Review editor Nan Stone has organized 13 articles into two sections.

The first, “The Manager’s Responsibilities,” focuses on the work of management, making decisions, and practicing innovation.

The second section, “The Executive’s World,” looks at how managers should manage in a knowledge-based economy—indeed Drucker was one of the first to consider the implications of knowledge economies.

If you think Drucker has lost anything over the years, the book’s insightful and provocative preface, “The Future That Has Already Happened,” will surely change your mind.

“On the Profession of Management” is an insightful and informative read, a tribute to one of the finest minds of the 20th century.

  • 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
  • Notes
  • Index
  • About the Author

Peter Drucker: Conceptual Resources

The Über Mentor

A political / social ecologist
a different way of seeing and thinking about
the big picture
— lead to his top-of-the-food-chain reputation

drucker business week

about Management (a shock to the system)

 

“I am not a ‘theoretician’; through my consulting practice I am in daily touch with the concrete opportunities and problems of a fairly large number of institutions, foremost among them businesses but also hospitals, government agencies and public-service institutions such as museums and universities.

And I am working with such institutions on several continents: North America, including Canada and Mexico; Latin America; Europe; Japan and South East Asia.” — PFD

 

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List of his books

 

Large combined outline of Drucker’s books — useful for topic searching.

 

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High tech is living in the nineteenth century,
the pre-management world.
They believe that people pay for technology.
They have a romance with technology.
But people don't pay for technology:
they pay for what they get out of technology.” —
The Frontiers of Management

 

“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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These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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