Management Hall of Fame: Leading Management Gurus
Peter F. Drucker
Modern Management Guru
(1909 -2005)
"Leadership is all hype. We've had three great leaders in this
century - Hitler, Stalin, and Mao." (Peter F. Drucker)
Key Work
- Gets PhD in Public & International Law, University of Frankfurt,
Germany.
- Works as investment banker in London, UK
- Works as investment advisor and
correspondent for Financial News, USA
- 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 of managers
- 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
- Innovation
- Productivity
- Physical and financial resources
- Profitability
- 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 challenges
-
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 & Row, 1969.
-
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, 1986.
-
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,
1995.
IIM Executive Education & Management Training
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