Straub.R ‘Honouring the life and works of PeterDrucker’ Emerald Article (Online). Available at: http://www.emeraldinsight.com/drucker/jmh.htm?containerType=Issue&containerId=15002046 (Accessed: 11 February).
Peter Drucker’s management philosophy was, and is still considered to this present day as revolutionary, described as a man ‘Who could see around corners’ Richard Straub briefly discusses how history was a prominent and integral element to all Drucker wrote. The article emphases Drucker’s ambition to shape and influence management theory and practice, he once quoted ‘The best way to predict the future is to create it’. The article outlines not only how Drucker has created management strategies relevant for todays and tomorrows practices but he was one of the first who saw management as a human enterprise. Straub also mentions that on deeper analyses of Drucker’s writings one would get an insight into the wider social context in which management operates. This article will be useful in my writings as it outlines Drucker’s impact on management thinking and summarises the fundamental basis of Drucker’s writings in a straightforward simplistic manner. Straub is the president of the ‘PeterDrucker society of Austria’ so unsurprisingly the article is written portraying Drucker in a...
...to accomplish its objective. Given the wide range choices of business strategies, it is understandable that there are huge amount of business philosophies in which they can be utilized. With that said, PeterDrucker, also known as “the father of modern management”, has indeed transformed modern management philosophy into a profound regulation (Rosenstein, 2008).
PeterDrucker a man, born in 1909 in Vienna, entered a London investment organization upon the rising of Hitler, before he moved to the United States in 1937 (Hiltzik, 2009). He received education in Austria and England and acquired a law doctorate in Germany (Duncan, n.d.). He later transferred to the New York University after he taught at Bennington College in which he settled for two decades, then he became a professor at Claremont Graduate University from 1971 almost until his passing away (op.cit.). Following his death at the age of 95, Peter Drucker’s teachings on business management have preserved their astounding insight for several years.
Management by Objectives
Many of the concepts that Drucker established since the 1940s have been instilled into the basis of the world renowned organizations and adopted as secondary features by a communal entrepreneurs’ generation (Wartzman, 2007). Among them, PeterDrucker has introduced the concept of management by objectives (MBO). MBO has gotten its...
...Peter Ferdinand Drucker (November 19, 1909November 11, 2005) was an author of numerous economics-related literature who was born in Vienna, Austria, the son of a high level civil servant in the Hapsburg empire. Since World War I left Vienna with little opportunity to offer, he went to Germany to work after finishing school, first in banking and then in journalism. He also earned a doctorate in International Law while he was there. The rise of Nazism forced him to leave Germany in 1933 and after four years in London he moved for good to the United States in 1937, where he became a professor as well as a freelance writer. In 1943, he became a naturalized citizen of the United States. He taught at New York University as Professor of Management from 1950 to 1971. From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University.
His career as a business thinker took off in the 1940s, when his initial writings on politics and society won him access to the internal workings of General Motors, which was one of the largest companies in the world at that time. His experiences in Europe had left him fascinated with the problem of authority. He shared his fascination with Donaldson Brown, the mastermind behind the administrative controls at GM. Brown invited him in to conduct what might be called a political audit. The resulting "Concept of the Corporation" popularized GM's multidivisional structure...
...PETER FERDINAND DRUCKERPeter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was an Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. He was also a leader in the development of management education, and he invented the concept known as management by objectives.
drucker's books and scholarly and popular articles explored how humans are organized across the business, government, and non-profit sectors of society. he is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. his writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. in 1959, drucker coined the term “knowledge worker" and later in his life considered knowledge worker productivity to be the next frontier of management. peterdrucker gave his name to three institutions: the drucker institute and the peter f. drucker and masatoshiito graduate school of management, both at claremont graduate university, and...
...The Practice of Management by Peter F. Drucker. Harper & Row, 1954
This book is divided into 6 main parts: Managing A Business; Managing Managers; The Structure Of Management; Management Of Workers And The Worker; What It Means To Be A Manager; and a conclusion.
In Managing a Business, Drucker stresses the importance of the customer , not economic or market forces, in defining a business. He suggests that it is the customer, not forces, that converts economic resources into wealth, and things into goods. He states that "there is only one valid definition of business purpose: to create a customer." (p.37) Drucker goes on to say that any business enterprise has two basic functions - marketing and innovation. I would argue that there should be other functions to add to this - what about technology or human resources?
Drucker also discusses how a business should be managed - by objectives. Objectives should be set in 8 areas - market standing; innovation; productivity; physical and financial resources; profitability; management performance and development; worker performance and attitudes; and public responsibility. These eight areas would appear to be all encompassing however the last three areas are somewhat intangible and therefore would be difficult to measure performance by.
In Managing Managers, Drucker gives the example of Henry Ford as a way of not managing an enterprise. Ford tried...
...or objective (Drucker 1986). Managers are the people in the organization who do all the management. They need to set objectives, organizes, motivates, and communicated with all other employee in the organization to ensure that objective are met. There are many different ways in managing depends on each managers styles and expertise. As one said there are more that one way to do the right things. Manager tasks is to create a process that is work for a their organization. As long as the objective of the organization is achieved, there is no right or wrong way.
According to Drucker’s statement, each team in the organization receive a specific objective from the manager that they have to achieve in which the manager do not need to know to actual detail of how they do it. This is called Management by Objective.
Management by objective works well in sales department in the fashion industry organization since the goal of that department can be specifically set. On other hand, it is harder to use this approach in designing part since the outcome is mostly depend on the customers in which goal and objective is more complicated to determine because there are many factors involved.
In fashion industry, Management by objective can work in some occasions but not all of them. This paper will analyze Drucker’s Management by objective Model, in which situation where it works and its limitation to the fashion industry.
Drucker’s Management by Objective Model...
...“The most important thing in communication is to hear what isn't being said.” ― PeterDrucker
This famous quote from Austrian-American management consultant PeterDrucker highlights the importance of non-verbal communication both in business and in our everyday lives. Good communication is the key to forming successful relationships both professionally and personally. However, it is vital to note that it is not our words but our non-verbal actions that actually speak loudest when communicating. Non-verbal communication accounts for 93% all human communication and can be portrayed through body signals, habits and mannerisms. The importance of body signals is a crucial part of communication because it comprises physical features, conscious and unconscious gestures and signals. As Drucker expressed in his quote the ability to understand and use non-verbal communication effectively is a powerful way of connecting with others and building better relationships.
When we interact with each other be it in a business or social environment we are constantly giving out wordless signals and communicating how we really feel. According to Jeanne Segel Ph.D. ‘all of our non-verbal behaviours – the gestures we make, the way we sit, how fast or how loud we talk, how close we stand, how much eye contact we make – send strong messages’. We even give out non-verbal signals when we remain silent. Everyone knows that...
...Classic Drucker Book Report
Recently, I had the pleasure of reading "Classic Drucker". The book contains 15 articles from PeterDrucker that were printed in the "Harvard Business Review". I chose a few takeaways with an explanation on why I chose them and how they can apply to your career.
1. "Whenever you make a key decision, write it down." Next to it, write down what you expect the end result will be." As you compile these decisions, review each on after an extended period of time. You will be surprised of your results and over time you may get increasingly accurate on your expected results.
2. "Mathematicians are born, but everyone can learn trigonometry." Some people are just naturally more intelligent than others but at the same time, we can learn some of the components of what they know, and know those components just as much as they can.
3. "Manners enable two people to work together whether they like each other or not." The words "please" and "thanks" go a long way in the business world. I even go as far as saying thanks when someone gives me a new assignment. At times they seem surprised but to be genuinely appreciative will show commitment to the team.
4. "Too many people work in ways that are not their ways, and that almost guarantees nonperformance". Your peers may have work habits that are not the same as yours but that doesn't make them non productive. Productivity...