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Peter Ferdinand Drucker
Peter Ferdinand Drucker
Born:
19 November 1909(1909-11-19) Kaasgraben, Vienna, Austria-Hungary 11 November 2005(2005-11-11) (aged 95) Claremont, California University of Frankfurt
Died:
Alma mater:
Occupation:
Influenced:
James C. Collins, Andrew Grove, Masatoshi Ito, A. G. Lafley, Shoichiro Toyoda, Jack Welch, Frances Hesselbein, Tadashi Yanai, Rick Warren
Awards:
Introduction.
Drucker's books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit 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. The annual Global Peter Drucker Forum in his hometown of Vienna Austria, honors his legacy.
and managerial hierarchies of mass production. Executives thought they knew how to run companies, and Drucker took it upon himself to poke holes in their beliefs, lest organizations become stale. But he did so in a sympathetic way. He assumed that his readers were intelligent, rational, hardworking people of good will. If their organizations struggled, he believed it was usually because of outdated ideas, a narrow conception of problems, or internal misunderstandings. During his long consulting career, Drucker worked with many major corporations, including General Electric, Coca-Cola, Citicorp, IBM, and Intel. He consulted with notable business leaders such as GEs Jack Welch; Procter & Gambles A.G. Lafley; Intels Andy Grove; Edward Jones John Bachmann; Shoichiro Toyoda, the honorary chairman of Toyota Motor Corp.; and Masatoshi Ito, the honorary chairman of the Ito-Yokado Group, the second largest retailing organization in the world. Although he helped many corporate executives succeed, he was appalled when the level of Fortune 500 CEO pay in America ballooned to hundreds of times that of the average worker. He argued in a 1984 essay that CEO compensation should be no more than 20 times what the rank and file make especially at companies where thousands of employees are being laid off. This is morally and socially unforgivable, Drucker wrote, and we will pay a heavy price for it. Drucker served as a consultant for various government agencies in the United States, Canada and Japan. He worked with various nonprofit organizations to help them become successful, often consulting pro bono. Among the many social-sector groups he advised were the Salvation Army, the Girl Scouts of the USA, C.A.R.E., the American Red Cross, and the Navajo Indian Tribal Council.
Drucker's writings
Drucker's 39 books have been translated into more than thirty languages. Two are novels, one an autobiography. He is the coauthor of a book on Japanese painting, and made eight series of educational films on management topics. He also penned a regular column in the Wall Street Journal for 10 years and contributed frequently to the Harvard Business Review, The Atlantic Monthly, and The Economist. His work is especially popular in Japan, even more so after the publication of "What If the Female Manager of a High-School Baseball Team Read Druckers Management", a novel that features the main character using one of his books to great effect, which was also adapted into an anime and a live action film. His popularity in
Japan may be compared with that of his contemporary W. Edwards Deming. Drucker also wrote a book in 2001 called "The Essential Drucker". It is the first volume and combination of the past sixteen years of Peter Drucker's work on management. The information gather is a collection from his previous findings, The Practice of Management (1954) to Management Challenges for the 21st Century (1999), this book offers, in Drucker's words, "a coherent and fairly comprehensive introduction to management". He also answers frequently asked questions from up and coming entrepreneurs who wonder the questionable outcomes of management
1967: The Effective Executive 1969: The Age of Discontinuity 1970: Technology, Management and Society 1971: Men, Ideas and Politics 1973: Management: Tasks, Responsibilities, Practices 1976: The Unseen Revolution: How Pension Fund
Drucker on Management
1977: An Introductory View of Management 1979: Song of the Brush: Japanese Painting from Sanso
Collection
1979: Adventures of a Bystander 1980: Managing in Turbulent Times 1981: Toward the Next Economics and Other Essays 1982: The Changing World of Executive 1982: The Last of All Possible Worlds 1984: The Temptation to Do Good 1985: Innovation and Entrepreneurship 1986: The Frontiers of Management: Where Tomorrow's
and Principles
1992: Managing for the Future 1993: The Ecological Vision 1993: Post-Capitalist Society 1995: Managing in a Time of Great Change 1997: Drucker on Asia: A Dialogue between Peter
2004: The Daily Drucker 2006: The Effective Executive in Action Global Peter Drucker Forum Peter F. Drucker and Masatoshi Ito Graduate School of
Management
Management by objectives
expensive clerks even though they call them 'operators' or 'programmers.' Peter Drucker Follow effective action with quiet reflection. From the quiet reflection will come even more effective action. Peter Drucker People who don't take risks generally makes about two big mistakes a year. People who do take risks generally make about two big mistakes a year. Peter Drucker Plans are only good intentions unless they immediately degenerate into hard work. Peter Drucker Rank does not confer privilege or give power. It imposes responsibility. Peter Drucker So much of what we call management consists in making it difficult for people to work. Peter Drucker Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands. Peter Drucker Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the "naturals," the ones who somehow know how to teach. Peter Drucker The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. Peter Drucker The best way to predict the future is to create it. Peter Drucker
The computer is a moron. Peter Drucker The entrepreneur always searches for change, responds to it, and exploits it as an opportunity. Peter Drucker The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product. Peter Drucker The most important thing in communication is hearing what isn't said. Peter Drucker The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications. Peter Drucker The only thing we know about the future is that it will be different. Peter Drucker The productivity of work is not the responsibility of the worker but of the manager. Peter Drucker The purpose of a business is to create a customer. Peter Drucker There is nothing so useless as doing efficiently that which should not be done at all. Time is the scarcest resource and unless it is managed nothing else can be managed. Peter Drucker Today knowledge has power. It controls access to opportunity and advancement. Peter Drucker Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window. Peter Drucker
Unless commitment is made, there are only promises and hopes... but no plans.
Peter Drucker We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information. Peter Drucker We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn. Peter Drucker When a subject becomes totally obsolete we make it a required course. Peter Drucker
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