"This book is an excellent way to understand how Drucker's ideas apply to today's dilemmas, be they the problems faced by organizations, by governments, or by individuals." "-from the Foreword, by Charles Handy"
"This compilation of smart essays on the 'Drucker difference' illustrates how astonishingly wide the wings of Drucker's wisdom have spread. We all stand gratefully in his shadows, silent in awe." —Warren Bennis, Professor Emeritus, University of Southern California
"Peter Drucker is more than a 'management writer.' He literally created the foundation on which a Functioning Society rests. In "The Drucker Difference", Peter's closest colleagues extend and amplify his "tour de force" body of ideas and ideals. It is the next step forward." —Bob Buford, Chairman, The Drucker Institute, and Founder, Leadership Network
"Much has been written by and about my friend and mentor, Peter Drucker. But this book is different. It is written by those who knew and understood him as friends and faculty colleagues and reflects his thoughts and principles as they are currently being taught to those who will be making a difference for tomorrow." —C. William Pollard, Chairman Emeritus, The ServiceMaster Company
"Hats off to the Drucker faculty members for putting the tacit knowledge they gained from working together with Peter Drucker into explicit knowledge through the publication of this book." —Ikujiro Nonaka, Professor Emeritus, Hitotsubashi University, Japan, and Xerox Distinguished Faculty Scholar, University of California at Berkeley
""The Drucker Difference" is a unique book that enables present and future executives to capitalize on Peter Drucker's wisdom and to comprehend that knowledge from an entirely new perspective." —Minglo Shao, Chairman, Bright China
About the Book:
Peter F. Drucker was one of the most influential business thinkers in history. Considered the father of modern management, he was concerned not only with the human side of management, but also with the larger societal roles played by both companies and the individuals within them.
If there has ever been a time when such thinkers are relevant, it is now.
"The Drucker Difference" casts new light on Drucker's business philosophy, analyzing his most important ideas in the context of today's business world. Through individual contributions by professors from The Peter F. Drucker and Masatoshi Ito Graduate School of Management, it combines expert insight and current scholarship to reveal how organizations and executives can interpret and apply Drucker's timeless ideas.
Today's top business thinkers provide sixteen chapters analyzing Drucker's views on the most critical issues of our time, including:
Government, business, and civil society (Ira Jackson)
The interplay of values and power within companies (Karen E. Linkletter and Joseph A. Maciariello)
Applying collaboration to "knowledge work" (Craig L. Pearce)
Drucker's management vision (Richard Smith)
Economic environment, innovation, and industry dynamics (Hideki Yamawaki)
Each contributor explains a single, classic aspect of Drucker's work, examines its implications in today's business environment, and applies an up-to-date and contemporary interpretation of Drucker's wisdom.
Covering everything from marketing and leadership to strategy and governance, "The Drucker Difference" is both a timely new assessment and a valuable addition to the canon of Drucker literature.
Foreword by Charles Handy
Introduction: The Drucker Living Legacy, by Craig L. Pearce, Joseph A. Maciariello, and Hideki Yamawaki
1 Management as a Liberal Art, by Karen E. Linkletter and Joseph A. Maciariello
2 Drucker on Government, Business, and Civil Society: Roles, Relationships, Responsibilities, by Ira A. Jackson
3 Leading Knowledge Workers: Beyond the Era of Command and Control, by Craig L. Pearce
4 Value(s)-Based Management: Corporate Social Responsibility Meets Value-Based Management, by James S. Wallace
5 Drucker on Corporate Governance, by Cornelis A. de Kluyver
6 Corporate Purpose, by Richard R. Ellsworth
7 Strategy for What Purpose? by Vijay Sathe
8 The Twenty-First Century: The Century of the Social Sector, by Sarah Smith Orr
9 Economic Environment, Innovation, and Industry Dynamics, by Hideki Yamawaki
10 A Pox on Charisma: Why Connective Leadership and Character Count, by Jean Lipman-Blumen
11 Knowledge Worker Productivity and the Practice of Self-Management, by Jeremy Hunter with J. Scott Scherer
12 Labor Markets and Human Resources: Managing Manual and Knowledge Workers, by Roberto Pedace
13 Peter Drucker: The Humanist Economist, by Jay Prag
14 The Drucker Vision and Its Foundations: Corporations, Managers, Markets, and Innovation, by Richard Smith
15 Drucker on Marketing: Remember, Customers Are the Reason You Are in Business, by Jenny Darroch
16 A Closer Look at Pension Funds, by Murat Binay
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
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
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
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?
Loss of trust
Civil society activism
Institutional investor interest in CSR
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: "POSE" (Purpose > Objectives > Strategy > Execution) Framework for Assessing and Diagnosing the Success or Failure of Strategy
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
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?
Skills and Fit
Responsibility and Accountability for Results, Not for Activities
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
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
Peter Drucker: The Humanist Economist
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
Eugen von Bšohm-Bawerk
Friedrich von Hayek
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
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
A Closer Look at Pension Funds
The U.S. Investment Market
Anatomy of Pension Fund Investors
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
about Management (a shock to the system)
Why Peter Drucker Distrusted Facts (HBR blog)
“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
List of his books
Large combined outline of Drucker’s books — useful for topic searching.
“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.” …
These pages are attention directing tools for navigating a world moving toward unimagined futures.
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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