Topic
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Notes
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Contents of Peter Drucker’s work
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The End of Economic Man
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The Future of Industrial Man
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Concept of the Corporation
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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
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Capitalism in one country
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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?
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Idealism and pragmatism, both leading to totalitarianism
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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
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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
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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
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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)
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Practice of Management (by Peter Drucker)
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The Nature of Management
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The Role of Management
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The dynamic element in every business
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A distinct and a leading group
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The free world's stake in management
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The Jobs of Management
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Management the least known of our basic institutions
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The specific organ of the enterprise
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The first function: economic performance
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Supply of goods and services desired by the consumer at the price the consumer is willing to pay
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Maintain or improvement of wealth producing resources
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The first job: managing a business
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The ultimate test of management is business performance
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It enable the successful business performer to do his work — whether he be otherwise a good manager or a poor one.
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Managing as creative action
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Means taking action to make the desired results come to pass
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It is a creator
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Management by objectives
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Masters the economic circumstances, and alters them by conscious, directed action
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Managing managers
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The second function to make productive enterprise out of human and material resources
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A transmutation of resources
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The enterprise as a genuine whole
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Managers must manage
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"It's the abilities, not the disabilities, that count"
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Managing worker and work
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The two time dimensions of management
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The integrated nature of management
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The Challenge to Management
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The new industrial revolution
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Automation: science fiction and reality
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What is automation
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Conceptual principles, not techniques or gadgets
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Automation and the worker
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Automation, planning and monopoly
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The demands on the manager
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Managing a Business
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The Sears Story
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What is a business and how it is managed—Unexplored territory
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Sears, Roebuck as an illustration
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How Sears became a business
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Rosenwald’s innovations
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Inventing the mail-order plant
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General Wood and Sear's second phase
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Merchandise planning and manager development
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T.V. Houser and the challenges ahead
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What is a Business?
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Business created and managed by people, not by forces.
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The fallacy of “profit maximization”
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Profit the objective condition of economic activity, not its rationale
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The purpose of a business: to create a customer
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The two entrepreneurial functions: marketing and innovation
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Marketing not a specialized activity: the entire business as seen from the point of view of the customer
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The General Electric solution
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The enterprise as the organ of economic growth
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The productive utilization of all wealth-producing resources
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What is productive labor?
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Time, product mix, process mix, and organization structured as factors in productivity
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The function of profit
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How much profit is required?
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Business management a rational activity.
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What is Our Business—and What Should it be?
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What is our business, neither easy or obvious
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The telephone company example
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Failure to answer the question a major source of business failure
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Success in answering it a major reason for business growth and results
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Question most important when business is successful
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Who is the customer?
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What does the customer buy?
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Cadillac and Packard
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What is value to the customer
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What will our business be?
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What should our business be?
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Profitability as an objective
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The Objectives of a Business
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The fallacy of the single objective
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The eight key areas of business enterprise
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“Tangible” and “intangible” objectives
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How to set objectives
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The low state of the art and science of measurement
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Market standing
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Innovation
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Productivity and “contributed value”
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The physical and financial resources
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How much profitability
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A rational capital-investment policy
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The remaining key areas
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Today's Decisions for Tomorrow's Results
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Management must always anticipate the future
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Getting around the business cycle
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Finding the range of fluctuations
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Finding economic bedrock
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Trend analysis
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Tomorrow's managers the only real safeguard
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The Principles of Production
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Ability to produce always a determining and a limiting factor
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Production is not the application of tools to materials but
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Production is the application of logic to work
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Each system of production has its own logic
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Each system of production makes it own demands on business and management
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The three systems of production
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Is mass production “new style” a fourth?
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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 management should demand of its production people
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What production systems demand of management
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“Automation”; revolution or gradual change?
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Understanding the principle of production required of every manager in the decades ahead.
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Managing Managers
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The Ford Story
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Managers the basic resources of a business, the scarcest, the most expensive and most perishable
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Henry Ford’s attempt to do without managers
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The near-collapse of the Ford Motor Company
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Rebuilding Ford management
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What it means to manage managers
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Management not by delegation but by the task
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The six requirements of managing managers
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Management by objectives and self-control
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Vision of the individual managers must be directed toward the goals of the business
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Their wills and efforts be bent toward reaching those efforts
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Proper structure of the manager's job
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Must allow maximum performance
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The right spirit in the organization
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An organ of overall leadership and final decision—a chief executive
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An organ of overall review and appraisal—a board of directors
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Must make provision for its own survival and growth—provision for tomorrow’s managers
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A sound structural principles of management organization
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Management by Objectives and Self-Control
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The forces of misdirection
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Workmanship: a necessity and a danger
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Misdirection by the boss
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What should the objectives be?
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Management by “drives”
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How should managers’ objectives be set and by whom?
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Self-control through measurements
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The proper use of reports and procedures
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A philosophy of management
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Managers must manage
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What is a manager’s job
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Individual tasks and team tasks
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The span of managerial responsibility
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The manager’s authority
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The manager and his superior
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The spirit of an organization
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To make common men do uncommon things: the test of performance
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Focus on strengths
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Practices, not preachments
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The danger of safe mediocrity
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“You can’t get rich but you won’t get fired”
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“We can’t promote him but he has been here too long to get fired”
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The need for appraisal
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Appraisal by performance and for strengths
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Compensation as reward and incentive
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Does delayed compensation pay?
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Overemphasizing promotion
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A rational promotion system
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The “life and death” decisions
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Manager’s self-examination of the spirit of their organization
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Whom not to appoint to management jobs
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What about leadership?
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Chief Executive and Board
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The bottleneck is at the head of the bottle
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How many jobs does the chief executive have?
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How disorganized is the job?
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Need for work simplification of the chief executive’s job
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The fallacy of the one-man chief executive
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The chief executive job a team job
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The isolation of the top man
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The problem of his succession
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The demands of tomorrow’s top-management job
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The crisis of the one-man chief-executive concept
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Its abandonment in practice
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How to organize the chief-executive team
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Team, not committee
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No appeal from one member to another
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Clear assignment of all parts of the chief-executive job
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How many on the team?
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The Board of Directors
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Why a Board is needed
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What it should do and what it should be
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Developing Managers
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Manager development a threefold responsibility
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To the enterprise
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To society
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To the individual
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What manager development is not
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It cannot be promotion planning or finding “back-up men”
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The fallacy of the “promotable man”
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The principles of manager development
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Developing the entire management group
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Development of tomorrow’s demands
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Job rotation is not enough
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How to develop managers
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The individual's needs
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Manager manpower planning
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Manager development not a luxury but a necessity.
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Structure of Management
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What kind of Structure
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Organization theory and the “practical” manager
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Activities analysis
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Decision analysis
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Relations analysis
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Building the Structure
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The three structural requirements of the enterprise
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Organization for performance
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The least possible number of management levels
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Training and testing tomorrow’s managers
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The two structural principles
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Federal decentralization
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Its advantages
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Its requirements
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Its limitations
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The rules for its application
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Functional decentralization
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Its requirements and rules
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Common citizenship under decentralization
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The decisions reserved to top management
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Company-wide promotions
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Common principles
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The symptoms of malorganization
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A lopsided age structure of the management group
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The Small, The large, the growing business
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The myth of the idyllic small business
|
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|
How big is big?
|
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|
|
Number of employees no criterion
|
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|
Hudson and Chrysler
|
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The other factors
|
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Industry position
|
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Capitalization needs
|
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|
Time cycle of decisions, technology
|
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|
|
Geography
|
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|
|
A company is as large as the management structure is requires
|
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|
|
The four stages of business size
|
|
|
|
|
How big is too big?
|
|
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|
|
The unmanageable business
|
|
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|
|
The problems of smallness
|
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|
The lack of management scope and vision
|
|
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|
|
The family business
|
|
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|
|
What can the small business do?
|
|
|
|
|
The problems of bigness
|
|
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|
|
The chief executive and its job
|
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The danger of inbreeding
|
|
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|
|
The service staffs and their empires
|
|
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|
|
How to organize service work
|
|
|
|
|
The biggest problem: growth
|
|
|
|
|
Diagnosing the growth stage
|
|
|
|
|
Changing basic attitudes
|
|
|
|
|
Growth: the problem of success
|
|
|
|
|
The Management of Worker and Work
|
|
|
|
|
The IBM Story
|
|
|
|
|
The human resource the one least efficiently used
|
|
|
|
|
The one holding greatest promise for improved economic performance
|
|
|
|
|
Its increased importance under Automation
|
|
|
|
|
IBM's innovations
|
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|
|
|
Making the job a challenge
|
|
|
|
|
The worker’s participation in planning
|
|
|
|
|
“Salaries” for the workers
|
|
|
|
|
Keeping workers employed is management’s job
|
|
|
|
|
Employing the Whole Man
|
|
|
|
|
The three elements in managing worker and work
|
|
|
|
|
The worker as a resource
|
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|
|
Human resource and human resource
|
|
|
|
|
Productivity is an attitude
|
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|
|
Wanted: a substitute for fear
|
|
|
|
|
The worker and the group
|
|
|
|
|
Only people develop
|
|
|
|
|
The demands of the enterprise on the worker
|
|
|
|
|
The fallacy of “a fair day’s labor for a fair day’s pay”
|
|
|
|
|
The worker’s willingness to accept change
|
|
|
|
|
The worker’ demands on the enterprise
|
|
|
|
|
The economic dimension
|
|
|
|
|
Wage as seen by enterprise and by worker
|
|
|
|
|
The twofold meaning of profit
|
|
|
|
|
Is Personnel Management Bankrupt?
|
|
|
|
|
Personnel administration and human relations
|
|
|
|
|
What has personnel administration achieved?
|
|
|
|
|
Its three basic misconceptions
|
|
|
|
|
The insight of Human relations
|
|
|
|
|
And its limitations
|
|
|
|
|
“Scientific Management,” our most widely practiced personnel-management concept
|
|
|
|
|
Its basic concepts
|
|
|
|
|
Its world-wide impact
|
|
|
|
|
Its stagnation since the early twenties
|
|
|
|
|
Its two blind spots
|
|
|
|
|
“Cee-Ay-Tee” or “Cat”?
|
|
|
|
|
The “divorce of planning from doing”
|
|
|
|
|
Scientific Management and the new technology
|
|
|
|
|
Is personnel Management bankrupt
|
|
|
|
|
Human Organization For Peak Performance
|
|
|
|
|
Engineering the job
|
|
|
|
|
The lesson of the automobile assembly line
|
|
|
|
|
Its meaning: the assembly line as inefficient engineering
|
|
|
|
|
Mechanize machine work and integrate human work
|
|
|
|
|
The rule of “integration”
|
|
|
|
|
The application of Scientific Management
|
|
|
|
|
The worker’s need to see the result
|
|
|
|
|
The worker’s need to control speed rhythm of the work
|
|
|
|
|
Some challenge in every job
|
|
|
|
|
Organizing people for work
|
|
|
|
|
Working as an individual
|
|
|
|
|
Working as a team
|
|
|
|
|
Placement
|
|
|
|
|
“When do ninety days equal thirty years”
|
|
|
|
|
Motivating To Peak Performance
|
|
|
|
|
What motivation is needed
|
|
|
|
|
“Employee satisfaction” will not do
|
|
|
|
|
The enterprise’s need is for responsibility
|
|
|
|
|
The responsible worker
|
|
|
|
|
High standards of performance
|
|
|
|
|
Can workers be managed by objectives
|
|
|
|
|
The performance of management
|
|
|
|
|
Keeping the worker informed
|
|
|
|
|
The managerial vision
|
|
|
|
|
The need for participation
|
|
|
|
|
The C.&O. example
|
|
|
|
|
The plant-community activities
|
|
|
|
|
The Economic Dimension
|
|
|
|
|
Financial rewards not a source of positive motivation
|
|
|
|
|
The most serious decisions imminent in this area
|
|
|
|
|
An insured expectation of income and employment
|
|
|
|
|
The resistance to profit
|
|
|
|
|
Profit sharing and share ownership
|
|
|
|
|
“No sale, no job”
|
|
|
|
|
The Supervisor
|
|
|
|
|
Is the supervisor “management to the worker”?
|
|
|
|
|
Why the supervisor has to be a manager
|
|
|
|
|
The supervisor’s upward responsibility
|
|
|
|
|
The supervisor’s two jobs
|
|
|
|
|
Today’s confusion
|
|
|
|
|
Cutting down the supervisor’s department the wrong answer
|
|
|
|
|
What the supervisor needs
|
|
|
|
|
Objectives for his department
|
|
|
|
|
Promotional opportunities for the supervisor and the worker
|
|
|
|
|
His management status
|
|
|
|
|
What the job should be
|
|
|
|
|
Managers needed rather than supervisors
|
|
|
|
|
The Professional Employee
|
|
|
|
|
Are professional employees part of management?
|
|
|
|
|
Professional employees the most rapidly growing group in the working population
|
|
|
|
|
Neither management nor labor
|
|
|
|
|
Professional employee and manager
|
|
|
|
|
Professional employee and worker
|
|
|
|
|
The needs of the professional employee
|
|
|
|
|
His objectives
|
|
|
|
|
His opportunities
|
|
|
|
|
His pay
|
|
|
|
|
Organizing his job and work
|
|
|
|
|
Giving him professional recognition
|
|
|
|
|
What parts of this can be done by top management and what part by the manager in charge of the operation
|
|
|
|
|
What it Means to be a Manager
|
|
|
|
|
The Manger and His Work
|
|
|
|
|
“Long white bread” or “universal genius”?
|
|
|
|
|
How does the manager do his work?
|
|
|
|
|
The work of the manager
|
|
|
|
|
Information: the tool of the manger
|
|
|
|
|
Using his own time
|
|
|
|
|
The manager’s resource: man
|
|
|
|
|
The one requirement: integrity
|
|
|
|
|
What makes a manager?
|
|
|
|
|
The manager as an educator
|
|
|
|
|
Vision and moral responsibility define the manager
|
|
|
|
|
Making Decisions
|
|
|
|
|
“Tactical” and “strategic” decisions
|
|
|
|
|
The fallacy of “problem-solving”
|
|
|
|
|
The two most important tasks: finding the right questions, and making the solution effective
|
|
|
|
|
Defining the problem
|
|
|
|
|
What is the “critical factor”?
|
|
|
|
|
What are the objectives?
|
|
|
|
|
What are the rules?
|
|
|
|
|
Analyzing the problem
|
|
|
|
|
Clarifying the problem
|
|
|
|
|
Finding the facts
|
|
|
|
|
Defining the unknown
|
|
|
|
|
Developing alternative solutions
|
|
|
|
|
Doing nothing as an alternative
|
|
|
|
|
Finding the best solution
|
|
|
|
|
People as a factor in the decision
|
|
|
|
|
Making the decision effective
|
|
|
|
|
“Selling” the decision
|
|
|
|
|
The two elements of effectiveness: understanding and acceptance
|
|
|
|
|
Participation in decision-making
|
|
|
|
|
The new tools of decision-making
|
|
|
|
|
What is “Operations Research”?
|
|
|
|
|
Its dangers and limitations
|
|
|
|
|
Its contributions
|
|
|
|
|
Training the imagination
|
|
|
|
|
Decision making and the manger of tomorrow
|
|
|
|
|
The Manager of Tomorrow
|
|
|
|
|
The new demands
|
|
|
|
|
The new tasks
|
|
|
|
|
But no new man
|
|
|
|
|
Exit the “intuitive” manager
|
|
|
|
|
The preparation of tomorrow’s manager
|
|
|
|
|
General education for the young
|
|
|
|
|
Manger education for the experienced
|
|
|
|
|
But central will always be integrity
|
|
|
|
|
Conclusion: The Responsibilities of Management
|
|
|
|
|
Enterprise and society
|
|
|
|
|
The threefold public responsibility of management
|
|
|
|
|
The social developments that affect the enterprise
|
|
|
|
|
The social impact of business decisions
|
|
|
|
|
Making a profit the first social responsibility
|
|
|
|
|
Keep opportunities open
|
|
|
|
|
Management as a leading group
|
|
|
|
|
Asserting responsibility always implies authority
|
|
|
|
|
What is management’s legitimate authority?
|
|
|
|
|
Management and fiscal policy
|
|
|
|
|
The ultimate responsibility: to make what is for the public good the enterprises’ own self-interest.
|
|
|
|
|
America's Next Twenty Years
|
|
|
|
|
|
|
Landmarks of Tomorrow
|
|
|
|
|
|
|
Managing For Results
|
|
|
|
|
Understanding the business
|
|
|
|
|
The business realities
|
|
|
|
|
There are three different dimensions to the economic task
|
|
|
|
|
One unified strategy
|
|
|
|
|
Requires an understanding of the true realities
|
|
|
|
|
The generalizations regarding results and resources
|
|
|
|
|
The generalizations regarding efforts within the business and their cost.
|
|
|
|
|
Result area identification
|
|
|
|
|
Nothing succeeds like concentration on the right business.
|
|
|
|
|
The basic business analysis
|
|
|
|
|
Identify & understand those areas in a business for which results can measured
|
|
|
|
|
Defining the product/service
|
|
|
|
|
3 dimensions of business results
|
|
|
|
|
The burden of pushing through the step-by-step process of analysis
|
|
|
|
|
Revenues, resources, prospects
|
|
|
|
|
Relate result areas to the revenue contribution and share of cost burden
|
|
|
|
|
Allocation of key resources to each result area.
|
|
|
|
|
Leadership position and prospects of each result area.
|
|
|
|
|
Tentative diagnosis of result areas
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
Format
|
|
|
|
|
Conclusions:
|
|
|
|
|
Market analysis
|
|
|
|
|
Introduction
|
|
|
|
|
The marketing realities
|
|
|
|
|
These marketing realities lead to one conclusion
|
|
|
|
|
The market analysis
|
|
|
|
|
Market analysis is a good deal more than ordinary market research or customer research
|
|
|
|
|
Other books
|
|
|
|
|
Analytical questions
|
|
|
|
|
Analysis worksheets
|
|
|
|
|
Picture
|
|
|
|
|
Knowledge analysis
|
|
|
|
|
Knowledge
|
|
|
|
|
Need a leadership position and differentiation
|
|
|
|
|
Uncovering one's specific business knowledge strengths
|
|
|
|
|
Need to learn to set goals and measure in terms of one's specific knowledge
|
|
|
|
|
Knowledge realities
|
|
|
|
|
Evaluations (diagnosis)—how good is our knowledge?
|
|
|
|
|
The conclusions
|
|
|
|
|
Superimpose
|
|
|
|
|
Combining the various analysis
|
|
|
|
|
Market analysis --> knowledge analysis: Needs for new or changed knowledge.
|
|
|
|
|
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
|
|
|
|
|
The business's contribution
|
|
|
|
|
Knowledge area excellences
|
|
|
|
|
Target result areas
|
|
|
|
|
Vehicles required to reach these targets
|
|
|
|
|
The leadership position required in each result area
|
|
|
|
|
Focus on opportunity
|
|
|
|
|
Building on strength
|
|
|
|
|
Ideal business concept
|
|
|
|
|
Maximizing opportunities
|
|
|
|
|
Maximizing resources
|
|
|
|
|
What these approaches have in common
|
|
|
|
|
The three together (what they do)
|
|
|
|
|
Procedure
|
|
|
|
|
Finding business potential
|
|
|
|
|
Restraints & limitations
|
|
|
|
|
Imbalances—turning weaknesses into strengths
|
|
|
|
|
Threats
|
|
|
|
|
Conclusion
|
|
|
|
|
Making the future today
|
|
|
|
|
The future
|
|
|
|
|
The future that has already happened
|
|
|
|
|
Making the future happen (the power of an idea)
|
|
|
|
|
Performance program
|
|
|
|
|
Key decisions
|
|
|
|
|
Idea of the business
|
|
|
|
|
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
|
|
|
|
|
Building economic performance into a business
|
|
|
|
|
Conclusion
|
|
|
|
|
The Effective Executive
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
Age of discontinuity (the picture—of the social landscape—that emerges)
|
|
|
|
|
Knowledge Technologies
|
|
|
|
|
End of Continuity
|
|
|
|
|
New industries
|
|
|
|
|
Aging "modern industries"
|
|
|
|
|
Industries on the horizon
|
|
|
|
|
Information (application)
|
|
|
|
|
Oceans
|
|
|
|
|
Materials
|
|
|
|
|
Megalopolis
|
|
|
|
|
New knowledge base
|
|
|
|
|
Systems-configuration perception
|
|
|
|
|
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 BEYOUND 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
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Rational Expectations
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Empiracle studies which demonstrate that the key policies do not
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Work in the international economy.
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|
Keynes & the reality he exposed cannot be ignored.
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Must transcend him
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The threat of totalitarianism
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World economy
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Global Shopping Center
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Mass consumption / common demand
|
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Global Money & Credit
|
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An Institution to represent the world economy
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Making the poor productive (colored races)
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World divided into those who know how & those who don't
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Threat of world revolution
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Need a theory of economic development
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Things that won't work
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Might work
|
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Venture capital
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Multinational corp for develop local people & business.
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Dangers in development
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The split old vs new.
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Beyond the new economics
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|
Inability to manage the economy
|
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Need:
|
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|
|
Theory of eco dynamics
|
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|
Theoretical understanding of technological innovation
|
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|
Model of world eco & an understanding of the complex
|
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|
|
Relationships between the world eco & the domestic eco.
|
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|
Theory of micro eco behavior
|
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|
All these new understandings in one unified theory.
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|
Society of organizations
|
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|
New pluralism
|
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|
Symbiosis of organizations
|
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|
|
Need for a theory
|
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|
|
Theory of Organizations
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|
Making organizations perform
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|
Goals & Objectives
|
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|
Management
|
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Joint performance and integrated into a common understanding
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|
|
Personal Effectiveness
|
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|
Organ. & The Quality of Life
|
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|
|
Responsibility of the organization
|
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|
|
The legitimacy of Organization
|
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|
|
Sickness of Government
|
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|
Farm out the doing to business & private institutions
|
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|
|
Abandonment.
|
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|
|
How can the individual survive?
|
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|
|
Function-special purpose organizations
|
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|
Internal powers of the organization
|
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|
|
Individual freedon: the right to emigrate.
|
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|
|
Individual opportunity in organization.
|
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|
|
Knowledge society
|
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|
|
Knowledge Economy (production, distribution, procuring ideas & info)
|
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|
|
Central factor of production
|
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|
|
Imp to inter eco
|
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|
|
Learned to learn
|
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|
|
Foundation of new skills
|
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|
|
Know opp in large organizations
|
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|
|
Increased working life span
|
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|
|
Delayed entry
|
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|
|
Ratio: productive & dependant members
|
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|
|
Demand for education
|
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|
|
Work & worker in the Knowledge Society
|
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|
|
Teams, MBO, task rule
|
|
|
|
|
2nd career K workers below top rank
|
|
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|
|
Problems of transitions for:
|
|
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|
|
Unskilled
|
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|
|
Skilled
|
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|
|
Negro
|
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|
|
Has Success spoiled the schools?
|
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|
|
Public concern
|
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|
|
Largest community expenditure
|
|
|
|
|
Production vs spending
|
|
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|
|
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
|
|
|
|
|
Men, Ideas, and Politics
|
|
|
|
|
|
|
Technology, Management, and Society
|
|
|
|
|
|
|
Management: Tasks, Responsibilities, Practices
|
|
|
|
|
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
|
|
|
|
|
The Pension Fund Revolution
|
|
|
|
|
|
|
Adventures of a Bystander
|
|
|
|
|
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
|
|
|
|
|
Introduction
|
|
|
|
|
Managing the Fundamentals which pertain to TODAY's enterprise
|
|
|
|
|
Introduction
|
|
|
|
|
Adjusting for Inflation
|
|
|
|
|
Managing for liquidity & financial strength
|
|
|
|
|
Managing the productivities of all resources (PIMS)
|
|
|
|
|
Earning today the cost of staying in business.
|
|
|
|
|
Managing for TOMORROW
|
|
|
|
|
Tomorrow is being made today
|
|
|
|
|
Concentrating resources on results
|
|
|
|
|
Sloughing off yesterday
|
|
|
|
|
Managing Growth
|
|
|
|
|
Managing Innovation & Change
|
|
|
|
|
Business Strategies for Tomorrow
|
|
|
|
|
Management Performance: preparing today's business for the future
|
|
|
|
|
Managing the Sea-Change: The New Population Structure and the New Population Dynamics
|
|
|
|
|
Introduction
|
|
|
|
|
The New Population Realities—Labor forces and customers
|
|
|
|
|
Institutional affects
|
|
|
|
|
From "Labor Force" to "Labor Forces"
|
|
|
|
|
The End of Mandatory Retirement Age
|
|
|
|
|
The "Double-Headed Monster"
|
|
|
|
|
Job Needs
|
|
|
|
|
The Need for Redundancy Planning
|
|
|
|
|
Managing in Turbulent Environments
|
|
|
|
|
In three related facets of its environment management faces new realities, challenges, uncertainties
|
|
|
|
|
Economic
|
|
|
|
|
Social
|
|
|
|
|
Political
|
|
|
|
|
The challenge to Management
|
|
|
|
|
Management is now being stridently attacked
|
|
|
|
|
Management will survive
|
|
|
|
|
Management is the organ of institutions
|
|
|
|
|
The form which management will take may be quite different tomorrow
|
|
|
|
|
Toward the Next Economics and Other Essays
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
Innovations & Entrepreneurship
|
|
|
|
|
Preface
|
|
|
|
|
Entrepreneurship is a means to an end
|
|
|
|
|
Introduction: The entrepreneurial economy
|
|
|
|
|
Shifting Composition of the Economy
|
|
|
|
|
Early stages of a major technological transformation
|
|
|
|
|
Where did the new jobs come from
|
|
|
|
|
These low-tech businesses are examples of a new technology
|
|
|
|
|
Application of knowledge to human work
|
|
|
|
|
Entrepreneurial Management
|
|
|
|
|
Most High-Tech still being managed as inventors rather than
|
|
|
|
|
Management is making a new America
|
|
|
|
|
The practice of innovation
|
|
|
|
|
Systematic Entrepreneurship
|
|
|
|
|
Meaning of Entrepreneurship & Innovation
|
|
|
|
|
Purposeful Innovation & the 7 Sources of Innovative Opportunity
|
|
|
|
|
Sources of innovative opportunity
|
|
|
|
|
Introduction
|
|
|
|
|
Sources Within the Enterprise or Industry
|
|
|
|
|
Changes outside the Enterprise or Industry
|
|
|
|
|
The Bright Idea
|
|
|
|
|
Principles of Innovation (hard core of the discipline)
|
|
|
|
|
The practice of entrepreneurship
|
|
|
|
|
The Entrepreneurial Business (existing)
|
|
|
|
|
The New Venture
|
|
|
|
|
Entrepreneurship in the Service Institution
|
|
|
|
|
Entrepreneurial strategies (practices/polices in the market place)
|
|
|
|
|
Introduction
|
|
|
|
|
Strategies that aim at introducing an innovation
|
|
|
|
|
Fustest with the Mostest
|
|
|
|
|
“Hit Them Where They Ain’t”
|
|
|
|
|
Ecological Niches
|
|
|
|
|
Changing Values and Characteristics (creating a customer)
|
|
|
|
|
The Strategies
|
|
|
|
|
“But this is nothing but elementary marketing”
|
|
|
|
|
Entrepreneurial Strategy Summary
|
|
|
|
|
Conclusion: The entrepreneurial society
|
|
|
|
|
#1 An entrepreneurial society
|
|
|
|
|
Everything outlives its usefulness
|
|
|
|
|
Revolutions can’t be trusted
|
|
|
|
|
Why innovation & entrepreneurship can work.
|
|
|
|
|
What we need is an entrepreneurial society
|
|
|
|
|
#2 What will not work
|
|
|
|
|
“Planning” is incompatible with Innovation & entrepreneurship
|
|
|
|
|
High tech entrepreneur by itself
|
|
|
|
|
There must be economy full of innovators & entrepreneurs
|
|
|
|
|
#3 Social Innovations needed (2 examples)
|
|
|
|
|
Policy to take care of redundant workers.
|
|
|
|
|
Systematic abandonment of outworn social policies.
|
|
|
|
|
#4 The New Tasks
|
|
|
|
|
#5 The Individual in Entrepreneurial Society
|
|
|
|
|
Individual face a tremendous challenge
|
|
|
|
|
Need for continuous learning & relearning
|
|
|
|
|
The assumptions about learning in the traditional society.
|
|
|
|
|
In the entrepreneurial society.
|
|
|
|
|
Modern Welfare State is dead
|
|
|
|
|
Suggested readings
|
|
|
|
|
Frontiers of Management
|
|
|
|
|
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
|
|
|
|
|
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?
|
|
|
|
|
The limits of the fiscal state
|
|
|
|
|
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”
|
|
|
|
|
The economy is becoming less material-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
|
|
|
|
|
Shift to the post- business society
|
|
|
|
|
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
|
|
|
|
|
Information will be the organizing principle for work
|
|
|
|
|
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
|
|
|
|
|
I think therefore I am imported I see therefore I am
|
|
|
|
|
Increasingly balance conceptual and perceptual
|
|
|
|
|
Managing The Nonprofit Organization -- Principles And Practices
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
Part one: Society
|
|
|
|
|
From Capitalism to Knowledge Society
|
|
|
|
|
The new meaning of knowledge
|
|
|
|
|
The industrial revolution
|
|
|
|
|
The productivity revolution
|
|
|
|
|
The management revolution
|
|
|
|
|
From knowledge to knowledges
|
|
|
|
|
The Society of Organizations
|
|
|
|
|
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
|
|
|
|
|
Labor, capital, and their future
|
|
|
|
|
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 productivity of the new work forces
|
|
|
|
|
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
|
|
|
|
|
The responsibility-based organizations
|
|
|
|
|
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 exceptions
|
|
|
|
|
Has the Megastate worked?
|
|
|
|
|
The pork-barrel state
|
|
|
|
|
The cold war state—the failure of success
|
|
|
|
|
Transnationalism, Regionalism, Tribalism
|
|
|
|
|
Money knows no fatherland…
|
|
|
|
|
… nor does information
|
|
|
|
|
Transnational needs: the environment
|
|
|
|
|
Stamping out terrorism
|
|
|
|
|
Arms control
|
|
|
|
|
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
|
|
|
|
|
Citizenship through the social sector
|
|
|
|
|
Part Three: Knowledge
|
|
|
|
|
Knowledge: Its Economics and Its Productivity
|
|
|
|
|
The economics of knowledge
|
|
|
|
|
The productivity of knowledge
|
|
|
|
|
The productivity of money
|
|
|
|
|
The management requirement
|
|
|
|
|
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
|
|
|
|
|
Managing In A Time Of Great Change
|
|
|
|
|
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
|
|
|
|
|
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′être 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
|
|
|
|
|
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
|
|
|
|
|
Introduction
|
|
|
|
|
Tomorrow's Hot topics
|
|
|
|
|
Management's new paradigms
|
|
|
|
|
Why assumptions matter
|
|
|
|
|
Assumptions that must be revised
|
|
|
|
|
Management is business management
|
|
|
|
|
The one right organization
|
|
|
|
|
The right way to manage people
|
|
|
|
|
Technologies and end-uses are fixed & given
|
|
|
|
|
Management's scope is legally defined
|
|
|
|
|
Management's scope is politically defined
|
|
|
|
|
The inside is management's domain
|
|
|
|
|
No answers—raising questions
|
|
|
|
|
Conclusion: The center of modern society, economy, community is the managed institution as the organ of society to produce results. And management is the specific tool, the specific function, the specific instrument to make institutions capable of producing results.
|
|
|
|
|
Final paradigm: Management’s concern and management’s responsibility are everything that affect the performance of the institution and its results—whether inside or outside, whether under the institution’s control or totally beyond it.
|
|
|
|
|
Strategy: The new certainties
|
|
|
|
|
Intro—Why strategy
|
|
|
|
|
The collapsing birthrate
|
|
|
|
|
The distribution of income
|
|
|
|
|
The present growth industries
|
|
|
|
|
Defining performance
|
|
|
|
|
Global competitiveness
|
|
|
|
|
The incongruence between political reality and economic reality
|
|
|
|
|
The change leader
|
|
|
|
|
One cannot manage change
|
|
|
|
|
Change policies
|
|
|
|
|
Organized improvement
|
|
|
|
|
Exploiting success
|
|
|
|
|
Creating change
|
|
|
|
|
Windows of opportunity
|
|
|
|
|
What not to do
|
|
|
|
|
Piloting
|
|
|
|
|
The change leader's two budgets
|
|
|
|
|
Changing continuity
|
|
|
|
|
Making the future
|
|
|
|
|
Information challenges
|
|
|
|
|
The new information revolution
|
|
|
|
|
From the T to the I in IT
|
|
|
|
|
Lessons of history
|
|
|
|
|
History's lesson for technologists
|
|
|
|
|
The new print revolution
|
|
|
|
|
The information enterprises need
|
|
|
|
|
From cost accounting to results control
|
|
|
|
|
From legal fiction to economic reality
|
|
|
|
|
Information for wealth creation
|
|
|
|
|
Where the results are
|
|
|
|
|
The information executives need for their work
|
|
|
|
|
Organizing information. No surprises
|
|
|
|
|
Going outside
|
|
|
|
|
Knowledge worker productivity
|
|
|
|
|
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?
|
|
|
|
|
Knowledge worker as capital asset
|
|
|
|
|
The technologist
|
|
|
|
|
Knowledge work as a system
|
|
|
|
|
How to begin
|
|
|
|
|
The governance of the corporation
|
|
|
|
|
Managing oneself
|
|
|
|
|
What are my strengths?
|
|
|
|
|
How do I perform?
|
|
|
|
|
Where do I belong?
|
|
|
|
|
What is my contribution?
|
|
|
|
|
Relationship responsibility
|
|
|
|
|
The second half of your life—the parallel career
|
|
|
|
|
Acknowledgements
|
|
|
|
|
Not a reprint of anything that he has done before
|
|
|
|
|
Managing in the Next Society
|
|
|
|
|
Preface
|
|
|
|
|
The information society
|
|
|
|
|
Beyond the Information Revolution
|
|
|
|
|
The railroad
|
|
|
|
|
Routinization
|
|
|
|
|
The meaning of E-Commerce
|
|
|
|
|
Luther, Machiavelli, and the Salmom
|
|
|
|
|
The gentleman versus. the technologist
|
|
|
|
|
Bribing the knowledge worker
|
|
|
|
|
The Exploding World of the Internet
|
|
|
|
|
From Computer Literacy to Information Literacy
|
|
|
|
|
E-Commerce: The Central Challenge
|
|
|
|
|
Cars by e-mail
|
|
|
|
|
The New Economy Isn't Here Yet
|
|
|
|
|
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
|
|
|
|
|
The four entrepreneurial pitfalls
|
|
|
|
|
Can large companies foster entrepreneurship?
|
|
|
|
|
The rise of social entrepreneurship
|
|
|
|
|
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?
|
|
|
|
|
Capitalism vs. free markets. The civil society (taking action to improve the lives of others)
|
|
|
|
|
The Asian crisis
|
|
|
|
|
On Japan
|
|
|
|
|
On China
|
|
|
|
|
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 heretics' 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 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
|
|
|
|
|
Who needs a research lab?
|
|
|
|
|
The next company
|
|
|
|
|
From corporation to confederation
|
|
|
|
|
The Toyota way
|
|
|
|
|
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
|
|
|
|
|
Acknowledgments
|
|
|
|
|
Index
|
|
|
|
|
The Essential Drucker
|
|
|
|
|
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
|
|
|
|
|
The Daily Drucker
|
|
|
|
|
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
|
|
|
|
|
The Effective Executive in Action (by Peter Drucker and Joseph A. Maciariello)
|
|
|
|
|
About Peter Drucker
|
|
|
|
|
The Effective Executive
|
|
|
|
|
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
|
|
|
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The Authority of Knowledge
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Executive Realities
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The Effective Personality
|
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|
Chapter 2 -- Know Thy Time
|
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Introduction
|
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Time: The Limiting Factor to Accomplishment
|
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|
Time Management: The Three Steps
|
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|
|
Recording Time
|
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|
Managing Time
|
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|
|
Eliminate Time-Wasters
|
|
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|
Delegate Activities
|
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|
Wasting Time of Other People
|
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|
Prune Activities Resulting from Poor Management
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|
Overstaffing
|
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|
Malorganization
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|
Malfunction in Information
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|
Create and Consolidate Blocks of Discretionary Time
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|
Effective Use of Discretionary Time
|
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|
|
Chapter 3 -- Focus on Contribution
|
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|
Introduction
|
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|
Focus on Contribution: Results, Values, and Developing People
|
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|
Focus on Results
|
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|
|
Contribution of Knowledge Workers
|
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|
|
Three Key Performance Areas
|
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|
Direct Results
|
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|
|
For What Does the Organization Stand?
|
|
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|
|
Executive Succession
|
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|
|
Focus on Contribution and People Development
|
|
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|
|
Challenges and Contribution
|
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|
|
Executive Failure
|
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|
|
Communicating Knowledge
|
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|
|
Good Human Relations
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|
|
Communications
|
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|
|
Teamwork
|
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|
|
Individual Self-Development
|
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|
|
Develop Others
|
|
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|
|
Make Meetings Productive
|
|
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|
|
Effective Meetings
|
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|
|
Chapter 4 -- Making Strength Productive
|
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|
Introduction
|
|
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|
|
Purpose of the Organization
|
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|
Staff from Strength
|
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|
|
Weaknesses in People
|
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|
|
Look for Outstanding Strength
|
|
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|
|
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
|
|
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|
|
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
|
|
|
|
|
A Functioning Society
|
|
|
|
|
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 ...
|
|
|
|
|
The Definitive Drucker
|
|
|
|
|
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
|
|
|
|
|
Managing Oneself
|
|
|
|
|
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
|
|
|
|
|
Five Most Important Questions
|
|
|
|
|
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
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Central Element Of An Effective Plan
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A Strong Focus on Goals
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Steadfast in Direction, Flexible in Execution
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Ownership and Accountability Placed with Individuals
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Monitoring That Leads to Better Strategy
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Transformational Leadership
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Eight milestones toward a relevant, viable, effective organization
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1. Scan the environment
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2. Revisit the mission
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3. Ban the hierarchy
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4. Challenge the gospel
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5. Employ the power of language
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6. Disperse leadership across the organization
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7. Lead from the front, don't push from the rear
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8. Assess performance
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The road ahead
|
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The Self-Assessment Process
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About the Self-Assessment Tool
|
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|
Three phases of self-assessment
|
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|
Workbook purposes and action
|
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How to use this book
|
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Note
|
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Suggested Questions To Explore
|
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Question I: What Is Our Mission?
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What are we trying to achieve?
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What are the significant external or internal challenges, opportunities, and issues?
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Does our mission need to be revisited?
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Question 2: Who Is Our Customer?
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Who are our customers?
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Have our customers changed
|
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Should we add or delete some customers?
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Question 3: What Does The Customer Value?
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What do our customers value?
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Question 4: What Are Our Results?
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How do we define results for our organization?
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To what extent have we achieved these results?
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How well are we using our resources?
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Question 5: What Is Our Plan?
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What have we learned, and what do we recommend?
|
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Where should we focus our efforts?
|
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What, if anything, should we do differently?
|
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What is our plan to achieve results for the organization?
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What is my plan to achieve results for my group or responsibility area?
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Notes
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Definitions Of Terms
|
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Action steps
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Appraisal
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Budget
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Customers
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Customer value
|
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Depth interviews
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Goals
|
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Mission
|
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Objectives
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Plan
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Results
|
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Vision
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About The Contributors
|
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Jim Coffins
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Philip Kotler
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Jim Kouzes
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Judith Rodin
|
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|
V. Kasturi Rangan
|
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|
Frances Hesselbein
|
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|
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About the Leader to Leader Institute
|
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Acknowledgements
|
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Additional Resources
|
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|
Revised Edition of Management: Tasks, Responsibilities, Practices by Peter Drucker
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Contents
|
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|
Peter Drucker's Legacy by Jim Collins
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Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices
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Preface
|
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1 Introduction: Management and Managers Defined
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2 Management as a Social Function and Liberal Art
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3 The Dimensions of Management
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Part I Management's New Realities
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4 Knowledge Is All
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5 New Demographics
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6 The Future of the Corporation and the Way Ahead
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7 Management's New Paradigm
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Part II Business Performance
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8 The Theory of the Business
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9 The Purpose and Objectives of a Business
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10 Making the Future Today
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11 Strategic Planning: The Entrepreneurial Skill
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Part III Performance in Service Institutions
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12 Managing Service Institutions in the Society of Organizations
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13 What Successful and Performing Nonprofits Are Teaching Business
|
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14 The Accountable School
|
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15 Rethinking "Reinventing Government"
|
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16 Entrepreneurship in the Public-Service Institution
|
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Part IV Productive Work and Achieving Worker
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17 Making Work Productive and the Worker Achieving
|
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18 Managing the Work and Worker in Manual Work
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19 Managing the Work and Worker in Knowledge Work
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|
Part V Social Impacts and Social Responsibilities
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20 Social Impacts and Social Responsibilities
|
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|
|
21 The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good
|
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|
|
Part VI The Manager's Work and Jobs
|
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|
22 Why Managers?
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|
23 Design and Content of Managerial jobs
|
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|
|
24 Developing Management and Managers
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|
|
25 Management by Objectives and Self-Control
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26 From Middle Management to Information-Based Organizations
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|
27 The Spirit of Performance
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|
Part VII Managerial Skills
|
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|
|
28 The Elements of Effective Decision Making
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|
|
29 How to Make People Decisions
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|
30 Managerial Communications
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|
31 Controls, Control, and Management
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32 The Manager and the Budget
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33 Information Tools and Concepts
|
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|
Part VIII Innovation and Entrepreneurship
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34 The Entrepreneurial Business
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35 The New Venture
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36 Entrepreneurial Strategies
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|
37 Systematic Innovation Using Windows of Opportunity
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|
Part IX Managerial Organization
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|
38 Strategies and Structures
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|
|
39 Work- and Task-Focused Design
|
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|
40 Three Kinds of Teams
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|
|
41 Result- and Relation-Focused Design
|
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|
|
42 Alliances
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|
|
43 The CEO in the New Millennium
|
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|
|
44 The Impact of Pension Funds on Corporate Governance
|
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|
|
Part X New Demands on the Individual
|
|
|
|
|
45 Managing Oneself
|
|
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|
|
46 Managing the Boss
|
|
|
|
|
47 Revitalizing Oneself—Seven Personal Experiences
|
|
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|
|
48 The Educated Person
|
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|
|
Conclusion: The Manager of Tomorrow
|
|
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|
|
Author's Note
|
|
|
|
|
Bibliography
|
|
|
|
|
Drucker Annotated Bibliography
|
|
|
|
|
Index
|
|
|
|
|
Management Cases (Revised Edition)
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|
|
|
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
|
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Conclusion
|
|
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|
|
Drucker on Government, Business, and Civil Society: Roles, Relationships, Responsibilities
|
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|
|
The Need for Government to Steer, Not Row
|
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|
|
Putting It All Together
|
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|
It's Called Responsibility, Stupid!
|
|
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|
|
Looking Out the Window to See What Is Visible but Not Yet Seen Today
|
|
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|
|
Leading Knowledge Workers: Beyond the Era of Command and Control
|
|
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|
|
What Is Knowledge Work?
|
|
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|
|
The Challenge of Leading Knowledge Workers
|
|
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|
|
Leadership in Historical Context
|
|
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|
|
How to Lead Knowledge Work--It Is All in the Recipe
|
|
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|
|
Directive Leadership
|
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|
Transactional Leadership
|
|
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|
|
Transformational Leadership
|
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|
|
Empowering Leadership
|
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|
|
Scientific Evidence on Shared Leadership
|
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|
|
Is Shared Leadership a Panacea?
|
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|
|
The Future of Leading Knowledge Work
|
|
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|
|
Value(s)-Based Management: Corporate Social Responsibility Meets Value-Based Management
|
|
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|
Adam Smith, the Invisible Hand, and Value-Based Management
|
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|
A Stakeholder Perspective
|
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|
Value(s)-Based Management: A Marriage of Value-Based Management and Stakeholder Theory
|
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|
Value(s)-Based Management--The Evidence
|
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|
Conclusion
|
|
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|
Drucker on Corporate Governance
|
|
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|
|
Boards: The Perennial Villain
|
|
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|
|
The 2002 U.S. Governance Reforms
|
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|
|
The Board's Role
|
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|
|
Management versus Governance
|
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|
|
Director Independence versus Board Independence
|
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|
The New Focus: Board Leadership
|
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|
|
Should Directors Engage with Stakeholders?
|
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|
|
Globalization
|
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|
|
Loss of trust
|
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|
|
Civil society activism
|
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|
|
Institutional investor interest in CSR
|
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|
Conclusion
|
|
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|
|
Corporate Purpose
|
|
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|
|
What Is Corporate Purpose?
|
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|
|
Why a Customer-Focused Purpose Is Superior
|
|
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|
|
Balancing Stakeholders' Interests Is a Vacuous Purpose
|
|
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|
|
Why Not an Employee-Focused Purpose?
|
|
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|
|
Why Not a Shareholder-Focused Purpose?
|
|
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|
|
Shareholder Wealth Maximization Measures a Company's Wealth Producing Capacity Too Narrowly
|
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|
|
Wealth Capture Is Not Wealth Creation
|
|
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|
|
Current Shareholder Value Does Not Equate to Future Competitiveness
|
|
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|
|
Managers of Financial Institutions Are at a Disadvantage in Making Resource Allocation Decisions
|
|
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|
|
Shareholders Are Not a Monolithic Body
|
|
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|
|
What Is the Role of Profits?
|
|
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|
|
Purpose and the Making of Meaning
|
|
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|
|
Purpose and Strategy
|
|
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|
|
Purpose and Strategic Orientation
|
|
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|
|
Purpose and the Way of Managing
|
|
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|
|
Purpose and the Strategy Formulation Process
|
|
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|
|
Reflecting Purpose in Operational Goals
|
|
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|
|
Managerial Influence through Shared Values Grounded in Purpose
|
|
|
|
|
Managing Change with Purpose
|
|
|
|
|
The Responsibilities of Leadership
|
|
|
|
|
Strategy for What Purpose?
|
|
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|
|
Figure 7-1
|
|
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|
|
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
|
|
|
|
|
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 11 (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
|
|
|
|
|
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
|
|
|
|
|
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
|
|
|