brainroads-toward-tomorrows mental patterns


pyramid to dna

The table below is a dynamic outline. Click the triangles at the left of the text to expand or contract a topic.

V Practice of Management (by Peter Drucker) (click triangles at left to expand outline levels)
V The Nature of Management
> The Role of Management
> The Jobs of Management
> The Challenge to Management
V Managing a Business
> The Sears Story
> What is a Business?
> What is Our Business—and What Should it be?
> The Objectives of a Business
> Today's Decisions for Tomorrow's Results
> The Principles of Production
V Managing Managers
> The Ford Story
> Management by Objectives and Self-Control
> Managers must manage
> The spirit of an organization
> Chief Executive and Board
> Developing Managers
V Structure of Management
> What kind of Structure
> Building the Structure
> The Small, The large, the growing business
V The Management of Worker and Work
> The IBM Story
> Employing the Whole Man
> Is Personnel Management Bankrupt?
> Human Organization For Peak Performance
> Motivating To Peak Performance
> The Economic Dimension
> The Supervisor
> The Professional Employee
* What parts of this can be done by top management and what part by the manager in charge of the operation
V What it Means to be a Manager
> The Manger and His Work
> Making Decisions
> The Manager of Tomorrow
V Conclusion: The Responsibilities of Management
* Enterprise and society
> The threefold public responsibility of management
* 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.

Amazon link: The Practice of Management

Peter Drucker: Conceptual Resources

The Über Mentor

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

drucker business week

about Management (a shock to the system)


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

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




List of his books


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




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


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself (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




These pages are attention directing tools for navigating a world continuing to move 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 starting pointThe memo THEY don't want you to see



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