Drucker’s Lost Art of Management

Peter Drucker's Timeless Vision for Building Effective Organizations

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also Management as a Liberal Art

For Drucker, management was a moral force, not merely a tool at the service of the amoral market …

“Maciariello and Linkletter provide a very thoughtful and challenging journey in understanding Drucker’s profound insights into the meaning of management as a liberal art.”

—C. William Pollard, Chairman Emeritus, The ServiceMaster Company

«§§§»

“Linkletter and Maciariello have done a masterful job in bringing into focus the connections between Drucker’s visions of management as a liberal art, of leadership dominated by integrity, high moral values, a focus on developing people, an emphasis on performance and results, and on balancing stability and continuity vs. the discontinuities created by change.”

—Kenneth G. Wilson, Nobel Laureate in Physics 1982, 20-year disciple of Drucker’s writings

«§§§»

“Maciariello and Linkletter provide a must-read for a new class of managers and academics who see beyond the bottom line.”

—David W. Miller, Ph.D., Director Princeton Faith & Work Initiative and Associate Research Scholar, Princeton University, and President, The Avodah Institute

About the Book:

While corporate malfeasance was once considered the exception, the American public is increasingly viewing unethical, immoral, and even criminal business behavior as the norm.

According to the authors of Drucker’s Lost Art of Management, there is some truth behind this new perception.

Business management has lost its bearings, and the authors look to Peter Drucker’s vision of management as a liberal art to steer business back on course.

Recognized as the world’s leading Drucker scholar, Joseph Maciariello, along with fellow Drucker scholar Karen Linkletter, provides a blueprint for making corporate American management more functional and redeeming its reputation.

Throughout his career, Peter Drucker made clear connections between the liberal arts and effective management, but he passed away before providing a detailed exposition of his ideas.

Maciariello and Linkletter integrate their Drucker expertise in management and the liberal arts to finally define management as a liberal art and fulfill Drucker’s vision.

In Drucker’s Lost Art of Management, Maciariello and Linkletter examine Drucker’s contention that managers must concern themselves with the foundational concepts of political science, history, economic theory, and other liberal arts, such as:

Societal values and standards

The use and abuse of power

Individual character development

Innovation and technology

The nature of good and evil

The role managers play in a healthy society

The authors create a new philosophy of management based on the principles leaders throughout history have relied on to be effective both individually and as custodians of civilized society and healthy economies.

Our future executives, professionals, managers, and entrepreneurs are on track to learning (and perpetuating) the idea that only the bottom line matters in business — a concept that benefits no one in the end.

It’s up to us to instill the ageless verities that make for good management, good society, and good business results.

A passionate call for radical change in today’s management practices, Drucker’s Lost Art of Management provides the ideas, concepts, and practical advice to make that change happen before it’s too late.

Amazon link: Drucker’s Lost Art of Management: Peter Drucker’s Timeless Vision for Building Effective Organizations

#tgd

“The greatest danger

in times of turbulence

is not turbulence;

it is to act

with yesterday’s logic”.

— Peter Drucker

The shift from manual workers
who do as they are being told —
either by the task or by the boss —

TO knowledge workers

who have to

manage themselves ↓

profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” …



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



… “Managing Oneself is based on the very opposite realities:


Workers are likely to outlive organizations
(and therefore, employers can’t be depended on for designing your life),

and the knowledge worker has mobility.” ← in a context

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

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

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

Your future is between your ears and our future is between our collective ears — it can’t be otherwise.

A site exploration: The memo THEY don't want you to see

What needs doing?

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The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
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for Leadership Effectiveness

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