The road to an organization’s success depends on the PEOPLE. In Peter Drucker’s writings, there was always a part on people and how they can CONTRIBUTE. Before the internet and social media congested world of today; Drucker noticed how people behaved with their work duties. Whether it was putting a tire on a car; talking strategy on how to move the business forward or volunteers interacting with each other at a non-profit, Drucker soon realized that successful organizations have the foundation of great people.
People grow organizations together. From the beginning straight to the end; it is the people who decide how far they want to take their organization.
Knowledge work defines our society today. With the dominance of social media, the expanding internet, and the powerhouses of technology; the possibilities of knowledge are endless. Educators are beginning to orient themselves towards teaching through technology, whether that is tablets in the school classroom or universities providing entire courses online. Physical labor still exists; however, the high level of knowledge that is needed still persists. Our society today depends on people working with their minds; a reality that Peter Drucker was envisioning over fifty years ago.
The organizations that use knowledge work effectively empower and trust their people to have the freedom to share their ideas. Executives and managers work together to align people’s ideas to the mission; as well as create a sense of belonging to each that works there. Management is always about the people first. A manager needs to create an environment where people are comfortable working together and in tandem, and resist the urge to create individual silos. Everyone wants to do great things for their organization; it is up to management to foster that environment of collaboration and teamwork and align the team to the company’s mission and goals.
People will always be the structure of any organization. When the structure is strong; the support of more is there. When one feels empowered to use their passion and knowledge to be successful; the winning formula begins to develop, and all it takes is to empower that person to be their best.
The author of 39 books during his long career, and counselor to titans of business and rulers of nations, Drucker championed the powers of observation, often formulating simple ideas that triggered startling results. The Practice of Management (1954) and The Effective Executive (1966) are considered his landmark works. Part of Drucker’s genius lay in his ability to find patterns among seemingly unconnected disciplines. “The most important thing in communication is to hear what isn’t being said,” he once said.
The magazine called Drucker’s teachings “a blueprint for every thinking leader,” noting that Drucker taught generations of managers the importance of picking the best people, of focusing on opportunities and not problems, of getting on the same side of the desk as their customer, of the need to understand their competitive advantages and to continue to refine them (listening-and-learning approach) Drucker called himself a “social ecologist,” a close observer of the way humans are organized across all sectors—in business, but also in government and in the nonprofit world.
“None of my books or ideas means anything to me in the long run,” he said. “What are theories? Nothing. The only thing that matters is how you touch people. Have I given anyone insight? That’s what I want to have done. Insight lasts; theories don’t. And even insight decays into small details, which is how it should be. A few details that have meaning in one’s life are important.”
Drucker’s track record is impressive, as BusinessWeek succinctly summarized upon his death in 2005. Among his accomplishments:
--He introduced the idea of decentralization—in the 1940s—which became a bedrock principle for virtually every large...
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