Drucker’s Lost Art of Management
#Note the number of books about Drucker ↓
Drucker: a political or social ecologist ↑ ↓
“I am not a ‘theoretician’;
And I am working with such institutions
Still, a consultant is at one remove
And so my viewpoint
Peter Drucker's Timeless Vision for Building Effective Organizations
See rlaexp.com initial bread-crumb trail — toward the
“Maciariello and Linkletter provide a very thoughtful and challenging journey in understanding Drucker’s profound insights into the meaning of management as a liberal art.”
—C. William Pollard, Chairman Emeritus, The ServiceMaster Company
“Linkletter and Maciariello have done a masterful job in bringing into focus the connections between Drucker’s visions of management as a liberal art, of leadership dominated by integrity, high moral values, a focus on developing people, an emphasis on performance and results, and on balancing stability and continuity vs. the discontinuities created by change.”
—Kenneth G. Wilson, Nobel Laureate in Physics 1982, 20-year disciple of Drucker’s writings
“Maciariello and Linkletter provide a must-read for a new class of managers and academics who see beyond the bottom line.”
—David W. Miller, Ph.D., Director Princeton Faith & Work Initiative and Associate Research Scholar, Princeton University, and President, The Avodah Institute
About the Book:
While corporate malfeasance was once considered the exception, the American public is increasingly viewing unethical, immoral, and even criminal business behavior as the norm.
According to the authors of Drucker’s Lost Art of Management, there is some truth behind this new perception.
Business management has lost its bearings, and the authors look to Peter Drucker’s vision of management as a liberal art to steer business back on course.
Recognized as the world’s leading Drucker scholar, Joseph Maciariello, along with fellow Drucker scholar Karen Linkletter, provides a blueprint for making corporate American management more functional and redeeming its reputation.
Throughout his career, Peter Drucker made clear connections between the liberal arts and effective management, but he passed away before providing a detailed exposition of his ideas.
Maciariello and Linkletter integrate their Drucker expertise in management and the liberal arts to finally define management as a liberal art and fulfill Drucker’s vision.
In Drucker’s Lost Art of Management, Maciariello and Linkletter examine Drucker’s contention that managers must concern themselves with the foundational concepts of political science, history, economic theory, and other liberal arts, such as:
The authors create a new philosophy of management based on the principles leaders throughout history have relied on to be effective both individually and as custodians of civilized society and healthy economies.
Our future executives, professionals, managers, and entrepreneurs are on track to learning (and perpetuating) the idea that only the bottom line matters in business — a concept that benefits no one in the end.
It’s up to us to instill the ageless verities that make for good management, good society, and good business results.
A passionate call for radical change in today’s management practices, Drucker’s Lost Art of Management provides the ideas, concepts, and practical advice to make that change happen before it’s too late.
The following ↓ is a condensed strategic brainscape that can be explored and modified to fit a user’s needs
The concepts and links below ↓ are …
major foundations ↓ for future directed decisionS
YouTube: The History of the World in Two Hours
↑ In less than 150 years, management ↑ has transformed
Take responsibility for yourself and
We can only work on the thingS on our mental radar ↑ at a point in time ↓
The economic and social health of our world
The assumption that tomorrow is going to be
The assumption ↑ sabotages future generations — your children’s,
The vast majority of organization and political power structures
The future is unpredictable and that means
The capacity to navigate is governed by what’s between our ears ↑ ↓
When we are involved in doing something ↑
it is extremely difficult to navigate
and very easy to become a prisoner of the past.
We need to maintain a pre-thought ↓
systematic approach to work and work approach ↓
Click on either side of the image below to see a larger view
based on reality →
and the unpredictability of the future
(It’s just a matter of time before we can’t get to the future
Intelligence and behavior ↑ ↓ ← Niccolò Machiavelli ↑ ↓
❡ ❡ ❡
Foundational ↑ Books → The Lessons of History — unfolding realities (The New Pluralism → in Landmarks of Tomorrow ::: in Frontiers of Management ::: How Can Government Function? ::: the need for a political and social theory ::: toward a theory of organizations then un-centralizing plus victims of success) ::: The Essential Drucker — your horizons? ::: Textbook of Wisdom — conceptual vision and imagination tools ::: The Daily Drucker — conceptual breadth ::: Management Cases (Revised Edition) see chapter titles for examples of “named” situations …
What do these ideas, concepts, horizons mean for me? continue
“Corporations once built to last like pyramids
Tomorrow they’re gone or in turmoil.”
“The failure to understand the nature, function, and
“The customer never buys ↑ what you think you sell.
“People in any organization are always attached to the obsolete —
What Everybody Knows Is Frequently Wrong ::: 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 ::: You Must Know Your People to Lead Them ::: People Have No Limits, Even After Failure ::: Base Your Strategy on the #Situation, Not on a Formula — A Class With Drucker: The Lost Lessons of the World's Greatest Management Teacher
Best people working on the wrong things continue
“For what should America’s new owners, the pension funds,
Successful careerS are not planned ↑ here and ↓
Exploration paths → The memo they don’t want you to see ::: Peter Drucker — top of the food chain ::: Work life foundations (links to Managing Oneself) ::: A century of social transformation ::: Post-capitalist executive interview ::: Allocating your life ::: What executives should remember ::: What makes an effective executive? ::: Innovation ::: Patriotism is not enough → citizenship is needed ::: Drucker’s “Time” and “Toward tomorrowS” books ::: Concepts (a WIP) ::: Site map a.k.a. brainscape, thoughtscape, timescape
Just reading ↑ is not enough, harvesting and action thinking are needed … continue
Initially and absolutely needed: the willingness and capacity to
bread-crumb trail end
Peter Drucker: Conceptual Resources
“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 (PDF) 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 relentlessly toward unimagined futures.
What’s the next effective action on the road ahead
It’s up to you to figure out what to harvest and calendarize
It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.
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