Management Hall of Fame
Most Respected Management Gurus
Peter F. Drucker
"Leadership is all hype. We've had three great leaders in this century -
Hitler, Stalin, and Mao." (Peter F. Drucker)
- Gets PhD in Public & International Law, University of Frankfurt,
- Works as investment banker in London, UK
- Works as investment advisor and correspondent for Financial News,
- Works as a private consultant to business and on government policy
- Teaches at Sarah Lawrence College;
- Professor at Bennington College, Vermont.
- Spends 18 months interviewing senior management at General Motors,
which produces: The Concept of the Corporation" - Assessing the
weaknesses of GM - Becomes best-seller
- Becomes Professor of Management at New York University Graduate
School of Business.
- Publish more than 33 books published over seven decades
- Founds of the Peter F. Drucker Foundation for Non-profit Management.
The fundamental difference between Drucker and
GM was the GM saw the workforce as a cost, while Drucker saw them as
a resource. With GM business model he questioned whether the current
corporation policies and procedure would continue to work in a future of
global competition, changing social values, automation, the drive for
quality and the growth of the knowledge worker. He brought attention to
- How the layers of bureaucracy slowed down decision making, and
suggested that the GM hierarchy of commands and controls would be slow
to respond in a rapidly changing future.
- The inefficiency of the assembly line
- How Policies created adversarial labor relations and De-motivation
- The relationship between the employee and the organization
- The need for continual training and retraining and self development
- The social and environmental responsibility of the organization
- The imperatives of community and customer relations.
In his book the "Practice of Management"
he identified 8 management performance measurements
- Market standing
- Physical and financial resources
- Managers' performance and development
- Workers' performance and attitude
- Public responsibility
Drucker highlights the new realities of changing population demographics,
the emergence of global markets, new world economy and employee
society His identify the new management challenges
In the knowledge organization, the "supervisor" has to become an
"assistant," a "resource," a "teacher."
- No need for "middle management".
- Top management that will have to restructure itself to meet the
Top management will have a lead in social responsibility
Books & References:
The Future of Industrial Man: A Conservative
Approach . New York: The New American Library, 1965.
The Practice of Management . New York: Harper
& Row, 1954.
Managing for Results Economic Tasks and
Risk-taking Decisions. New York: Harper & Row, 1964.
Concept of the Corporation . New York: New
American Library, 1964.
The Effective Executive: The Definitive Guide
to Getting the Right Things Done (Harperbusiness Essentials). New York:
Harper & Row, 1967.
The End of Economic Man. New York: Harper &
Technology, Management and Society. New York:
Harper & Row, 1970.
Management: Tasks, Responsibilities,
Practices. New York: Harper & Row, 1973.
Managing in Turbulent Times. New York: Harper
& Row, 1980.
The Changing World of the Executive . New
York: Times Books, 1982.
Innovation and Entrepreneurship - Practice and
Principles. New York: Harper & Row, 1985.
The Frontiers of Management: Where Tomorrow's
Decisions Are Being Shaped Today. New York: Truman Talley Books/Dutten,
Managing the Non-Profit Organization :
Principles and Practices . New York: HarperCollins Publishers, 1990.
Managing for the Future: The 1990s and Beyond
. New York: Truman Talley Books/Dutten, 1992.
Managing in a Time of Great Change . New York:
Truman Talley Books/Dutten, 1999.
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