Hello All, The person behind modern management, the person who coined the word "Knowledge Worker", passed away on Friday — — - sree
From India, New Delhi
9From India, New Delhi
Dear Sree
Thank you for initiating discussion on Peter.You are the first person in this group to do this. I wish all others to continue the discussion for few weeks so that Peter Drukers contibution to the world will remain forever in CITEHR archives and the new generation will know who Peter is.
-----------------------------------------------------------------------------------
:cry:
Thank you, Peter, for a lifetime of inspiration. Peter I read is one of those rare minds that expressed profound thoughts in simple words.Some of his thoughts are furnished hereunder for reading:
Manager is responsible for the application and performance of knowledge.
Accept the fact that we have to treat almost anybody as a volunteer.
Business, that's easily defined - it's other people's money.
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
Efficiency is doing better what is already being done.
Efficiency is doing things right; effectiveness is doing the right things.
Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
Executives owe it to the organization and to their fellow workers not to tolerate no performing individuals in important jobs.
Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Making good decisions is a crucial skill at every level.
Management by objective works - if you know the objectives. Ninety percent of the time you don't.
Management is doing things right; leadership is doing the right things.
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
Most of what we call management consists of making it difficult for people to get their work done.
My greatest strength as a consultant is to be ignorant and ask a few questions.
Never mind your happiness; do your duty.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
Plans are only good intentions unless they immediately degenerate into hard work.
Rank does not confer privilege or give power. It imposes responsibility.
So much of what we call management consists in making it difficult for people to work.
Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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.
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.
The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
The best way to predict the future is to create it.
The computer is a moron.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
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.
The most important thing in communication is hearing what isn't said.
The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
The only thing we know about the future is that it will be different.
The productivity of work is not the responsibility of the worker but of the manager.
The purpose of a business is to create a customer.
The purpose of business is to create and keep a customer.
There is an enormous number of managers who have retired on the job.
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.
Today knowledge has power. It controls access to opportunity and advancement.
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.
Unless commitment is made, there are only promises and hopes... but no plans.
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.
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.
-----------------------------------------------------------------------
Wishing others to contribute.
May Drucker's soul rest in peace
regards
P.V.S.RAVINDRA VARMA
From India, Hyderabad
Thank you for initiating discussion on Peter.You are the first person in this group to do this. I wish all others to continue the discussion for few weeks so that Peter Drukers contibution to the world will remain forever in CITEHR archives and the new generation will know who Peter is.
-----------------------------------------------------------------------------------
:cry:
Thank you, Peter, for a lifetime of inspiration. Peter I read is one of those rare minds that expressed profound thoughts in simple words.Some of his thoughts are furnished hereunder for reading:
Manager is responsible for the application and performance of knowledge.
Accept the fact that we have to treat almost anybody as a volunteer.
Business, that's easily defined - it's other people's money.
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
Efficiency is doing better what is already being done.
Efficiency is doing things right; effectiveness is doing the right things.
Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
Executives owe it to the organization and to their fellow workers not to tolerate no performing individuals in important jobs.
Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even
Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Making good decisions is a crucial skill at every level.
Management by objective works - if you know the objectives. Ninety percent of the time you don't.
Management is doing things right; leadership is doing the right things.
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
Most of what we call management consists of making it difficult for people to get their work done.
My greatest strength as a consultant is to be ignorant and ask a few questions.
Never mind your happiness; do your duty.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
Plans are only good intentions unless they immediately degenerate into hard work.
Rank does not confer privilege or give power. It imposes responsibility.
So much of what we call management consists in making it difficult for people to work.
Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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.
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.
The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
The best way to predict the future is to create it.
The computer is a moron.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
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.
The most important thing in communication is hearing what isn't said.
The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.
The only thing we know about the future is that it will be different.
The productivity of work is not the responsibility of the worker but of the manager.
The purpose of a business is to create a customer.
The purpose of business is to create and keep a customer.
There is an enormous number of managers who have retired on the job.
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.
Today knowledge has power. It controls access to opportunity and advancement.
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.
Unless commitment is made, there are only promises and hopes... but no plans.
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.
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.
-----------------------------------------------------------------------
Wishing others to contribute.
May Drucker's soul rest in peace
regards
P.V.S.RAVINDRA VARMA
From India, Hyderabad
Thank you Varma for that excellent mail.
That is the best homage we can pay to the management guru.
Drucker predicted the future and to a large extend that seems true.
He predicted the arrival of knowledge workers as early as 1964.
Now more than half of the workforce in this planet are knowledge workers.
He also predicted the upcoming of India as an economically developed nation (Source : Fortune March-April (?))
More views on this please
-----
sree
From India, New Delhi
That is the best homage we can pay to the management guru.
Drucker predicted the future and to a large extend that seems true.
He predicted the arrival of knowledge workers as early as 1964.
Now more than half of the workforce in this planet are knowledge workers.
He also predicted the upcoming of India as an economically developed nation (Source : Fortune March-April (?))
More views on this please
-----
sree
From India, New Delhi
Hi All, I have got the biography below, on Peter Drucker. Please go through it. thanks
________________________________________________
PETER F. DRUCKER PASSES AWAY AT AGE 95
Peter F. Drucker, the world’s foremost pioneer of management theory, died this morning. He was 95.
Drucker was the Marie Rankin Clarke Professor of Social Sciences and Management at Claremont Graduate University (CGU) from 1971 to 2003 where he continued to write and consult up to the time of his death.
Drucker’s career as a writer, consultant and teacher spanned nearly 75 years. His groundbreaking work turned modern management theory into a serious discipline. He influenced or created nearly every facet of its application, including decentralization, privatization, empowerment, and understanding of “the knowledge worker.”
“What distinguishes Peter Drucker from many other thought leaders in my mind is that he cared not just about how business manages its resources, but also how public and private organizations operate morally and ethically within society,” said Cornelis de Kluyver, dean of the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University. “He respected the values of education, personal responsibility, and business’ accountability to society. His true legacy is his insistence on this value system, and its effect on business, society, and individual lives.”
Born November 19, 1909, in Vienna, Drucker was educated in Austria and England and earned a doctorate from Frankfurt University in 1931. He became a financial reporter for Frankfurter General Anzeiger in Frankfurt, Germany, in 1929, which allowed him to immerse himself in the study of international law, history and finance.
Drucker moved to London in 1933 to escape Hitler’s Germany and took a job as a securities analyst for an insurance firm. Four years later he married Doris Schmitz and the couple departed for the United States.
In 1939, Drucker landed a part-time teaching position at Sarah Lawrence College in New York. He joined the faculty of Bennington College in Vermont in 1942 and the next year put his academic career on hold to spend two years studying the management structure of General Motors. This experience led to his book “Concept of the Corporation,” an immediate bestseller in the United States and Japan, which validated the notion that great companies could stand among humankind’s noblest inventions.
From 1950 to 1971, Drucker was a professor of management at the Graduate Business School of New York University. He was awarded the Presidential Citation, the university’s highest honor.
Drucker came to California in 1971, where he was instrumental in the development of the country’s first executive MBA program for working professionals at Claremont Graduate University (then known as Claremont Graduate School). The university’s management school was named the Peter F. Drucker Graduate School of Management in his honor in 1987. He taught his last class at the school in the spring of 2002. His courses consistently attracted the largest number of students of any class offered by the university.
Drucker had long wished to have the name of a benefactor attached to the school that bore his name. His wish was fulfilled in January of 2004, when the name of his friend, Japanese businessman Masatoshi Ito, was added to the school. It is now known as the Peter F. Drucker and Masatoshi Ito Graduate School of Management.
The school adheres to Drucker’s philosophy that management is a liberal art—one that takes into account not only economics, but also history, social theory, law, and the sciences. As Drucker said, “it deals with people, their values, their growth and development, social structure, the community and even with spiritual concerns . . . the nature of humankind, good and evil.”
Drucker’s work had a major influence on modern organizations and their management over the past 60 years. Valued for keen insight and the ability to convey his ideas in popular language, Drucker often set the agenda in management thinking. Central to his philosophy is the view that people are an organization’s most valuable resource, and that a manager’s job is to prepare and free people to perform.
Drucker’s ideas have been disseminated in his 39 books, which have been translated 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 Functioning Society,” both published in 2002, and “The Daily Drucker,” released in 2004. His last book coauthored with Joseph A. Maciariello, "The Effective Executive In Action" will be published by Harper Collins in January of 2006.
Drucker created eight series of educational movies based on his management books and 10 online courses on management and business strategy. He was a frequent contributor to magazines and a columnist for the Wall Street Journal from 1975 to 1995.
A highly sought-after consultant, Drucker specialized in strategy and policy for both businesses and not-for-profit organizations. He worked with many of the world’s largest corporations, with small and entrepreneurial companies, with nonprofits and with agencies of the United States government, as well as the governments of Canada and Japan.
In recent years, Drucker focused much of his time on working with nonprofit organizations, often pro bono. The Salvation Army, C.A.R.E., the American Red Cross, the Navajo Indian Tribal Council, the American Heart Association, and his local Episcopal church in La Verne, California, all benefited from his counsel.
Drucker was awarded the Presidential Medal of Freedom in July 2002 by President George W. Bush in recognition for his work in the field of management. He received honorary doctorates from universities in the United States, Belgium, Czechoslovakia, Great Britain, Japan, Spain and Switzerland.
Drucker and his wife, Doris, have four children, and six grandchildren.
[/url]
________________________________________________
PETER F. DRUCKER PASSES AWAY AT AGE 95
Peter F. Drucker, the world’s foremost pioneer of management theory, died this morning. He was 95.
Drucker was the Marie Rankin Clarke Professor of Social Sciences and Management at Claremont Graduate University (CGU) from 1971 to 2003 where he continued to write and consult up to the time of his death.
Drucker’s career as a writer, consultant and teacher spanned nearly 75 years. His groundbreaking work turned modern management theory into a serious discipline. He influenced or created nearly every facet of its application, including decentralization, privatization, empowerment, and understanding of “the knowledge worker.”
“What distinguishes Peter Drucker from many other thought leaders in my mind is that he cared not just about how business manages its resources, but also how public and private organizations operate morally and ethically within society,” said Cornelis de Kluyver, dean of the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University. “He respected the values of education, personal responsibility, and business’ accountability to society. His true legacy is his insistence on this value system, and its effect on business, society, and individual lives.”
Born November 19, 1909, in Vienna, Drucker was educated in Austria and England and earned a doctorate from Frankfurt University in 1931. He became a financial reporter for Frankfurter General Anzeiger in Frankfurt, Germany, in 1929, which allowed him to immerse himself in the study of international law, history and finance.
Drucker moved to London in 1933 to escape Hitler’s Germany and took a job as a securities analyst for an insurance firm. Four years later he married Doris Schmitz and the couple departed for the United States.
In 1939, Drucker landed a part-time teaching position at Sarah Lawrence College in New York. He joined the faculty of Bennington College in Vermont in 1942 and the next year put his academic career on hold to spend two years studying the management structure of General Motors. This experience led to his book “Concept of the Corporation,” an immediate bestseller in the United States and Japan, which validated the notion that great companies could stand among humankind’s noblest inventions.
From 1950 to 1971, Drucker was a professor of management at the Graduate Business School of New York University. He was awarded the Presidential Citation, the university’s highest honor.
Drucker came to California in 1971, where he was instrumental in the development of the country’s first executive MBA program for working professionals at Claremont Graduate University (then known as Claremont Graduate School). The university’s management school was named the Peter F. Drucker Graduate School of Management in his honor in 1987. He taught his last class at the school in the spring of 2002. His courses consistently attracted the largest number of students of any class offered by the university.
Drucker had long wished to have the name of a benefactor attached to the school that bore his name. His wish was fulfilled in January of 2004, when the name of his friend, Japanese businessman Masatoshi Ito, was added to the school. It is now known as the Peter F. Drucker and Masatoshi Ito Graduate School of Management.
The school adheres to Drucker’s philosophy that management is a liberal art—one that takes into account not only economics, but also history, social theory, law, and the sciences. As Drucker said, “it deals with people, their values, their growth and development, social structure, the community and even with spiritual concerns . . . the nature of humankind, good and evil.”
Drucker’s work had a major influence on modern organizations and their management over the past 60 years. Valued for keen insight and the ability to convey his ideas in popular language, Drucker often set the agenda in management thinking. Central to his philosophy is the view that people are an organization’s most valuable resource, and that a manager’s job is to prepare and free people to perform.
Drucker’s ideas have been disseminated in his 39 books, which have been translated 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 Functioning Society,” both published in 2002, and “The Daily Drucker,” released in 2004. His last book coauthored with Joseph A. Maciariello, "The Effective Executive In Action" will be published by Harper Collins in January of 2006.
Drucker created eight series of educational movies based on his management books and 10 online courses on management and business strategy. He was a frequent contributor to magazines and a columnist for the Wall Street Journal from 1975 to 1995.
A highly sought-after consultant, Drucker specialized in strategy and policy for both businesses and not-for-profit organizations. He worked with many of the world’s largest corporations, with small and entrepreneurial companies, with nonprofits and with agencies of the United States government, as well as the governments of Canada and Japan.
In recent years, Drucker focused much of his time on working with nonprofit organizations, often pro bono. The Salvation Army, C.A.R.E., the American Red Cross, the Navajo Indian Tribal Council, the American Heart Association, and his local Episcopal church in La Verne, California, all benefited from his counsel.
Drucker was awarded the Presidential Medal of Freedom in July 2002 by President George W. Bush in recognition for his work in the field of management. He received honorary doctorates from universities in the United States, Belgium, Czechoslovakia, Great Britain, Japan, Spain and Switzerland.
Drucker and his wife, Doris, have four children, and six grandchildren.
[/url]
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