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Peter Ferdinand Drucker

Peter Ferdinand Drucker

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Published by: gmaula on Apr 11, 2010
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Peter Ferdinand Drucker
(November 19, 1909 ± November 11, 2005) Born atVienna, Austria, Drucker was an economist, theorist, consultant, journalist, professor and author. Arriving in America in 1937 (after leaving his Nazi-overrunhomeland), Drucker grew to be one of the most important business thinkers of thecentury, practically inventing the idea of management as a profession. In 1954 he published his most famous work,
The Practice of Management 
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one of almost 40works. In his long career, he moved from thinking of the corporation as acommunity builder to being a critical gadfly in the wake of business scandals at theend of the century. He died Nov 11, 2005, at his home in Claremont, CA.
Peter Ferdinand Drucker
(November 19, 1909 ± November 11, 2005) is reveredas the father of modern corporate management. He was often called the world'smost influential business guru. His thinking transformed corporate management inthe latter half of the 20th century.Peter Drucker¶s career as a writer, consultant and teacher spanned more than sixdecades. His groundbreaking work turned modern management theory into aserious discipline, and he influenced or created nearly every facet of itsapplication, including decentralization, privatization, and empowerment, and hascoined such terms as the ³knowledge worker.´Dr. Drucker cared not just about how business manages its resources, but also how public and private organizations operate morally and ethically within society. Herespected the values of education, personal responsibility and businesses¶accountability to society. Dr. Drucker¶s true legacy is his insistence on this valuesystem, and its effect on business, society and individual lives.Drucker's ideas have been disseminated in his 39 books, which have beentranslated into more than 30 languages. His works range from 1939's "The End of the Economic Man" to "Managing in the Next Society" and "A FunctioningSociety," both published in 2002 and "The Daily Drucker," released in 2004. Hislast book coauthored with Joseph A. Maciariello, "The Effective Executive inAction" was published by Harper Collins in January of 2006.
 
Drucker was awarded the Presidential Medal of Freedom in July 2002 by PresidentGeorge W. Bush in recognition for his work in the field of management. Hereceived honorary doctorates from universities in the United States, Belgium,Czechoslovakia, Great Britain, Japan, Spain and Switzerland.Several ideas run through most of Drucker's writings:
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Decentralization and simplification. Drucker discounted the command andcontrol model and asserted that companies work best when they aredecentralized. According to Drucker, corporations tend to produce too many products, hire employees they don't need (when a better solution would beoutsourcing), and expand into economic sectors that they should avoid.
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A profound skepticism of macroeconomic theory. Drucker contended thateconomists of all schools fail to explain significant aspects of moderneconomies.
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espect of the worker. Drucker believed that employees are assets and notliabilities. He taught that knowledge workers are the essential ingredients of the modern economy. Central to this philosophy is the view that people arean organization's most valuable resource and that a manager's job is to prepare and free people to perform.A belief in what he called "the sicknessof government." Drucker made nonpartisan claims that government is oftenunable or unwilling to provide new services that people need or want,though he believed that this condition is not inherent to the form of government. The chapter "The Sickness of Government" in his book 
The Age of Discontinuity
formed the basis of the New Public Management, atheory of public administration that dominated the discipline in the 1980sand 1990s.
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The need for "planned abandonment". Businesses and governments have anatural human tendency to cling to "yesterday's successes" rather than seeingwhen they are no longer useful.
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A belief that taking action without thinking is the cause of every failure.
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The need for community. Early in his career, Drucker predicted the "end of economic man" and advocated the creation of a "plant community" whereindividuals' social needs could be met. He later acknowledged that the plantcommunity never materialized, and by the 1980s, suggested thatvolunteering in the nonprofit sector was the key to fostering a healthysociety where people found a sense of belonging and civic pride.
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The need to manage business by balancing a variety of needs and goals,rather than subordinating an institution to a single value.This concept of 

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