"Druker thougths will live on for many decades to come".

books:


	• Management Challenges for the 21St Century Peter F. Drucker HarperAudio, 1999 average customer review:based on 58 reviews view larger image
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highly recommended

Drucker - the avatar of managerial enlightenment

Peter Drucker, an editorial columnist for the Wall Street Journal, a consultant and writer has been duly noted as one of the world's most respected management thinkers. His books, over 20 of them, have been called the "landmarks of the managerial profession" by the Harvard Business Review. He has always been a step ahead of the curve of the latest in business thought. In 1954 he espoused the idea of 'teams.' In 1969 he proposed the 'knowledge workers' concept.

Here Drucker lays out six of the 'new' challenges facing the businesses of the early 21st century.

First involves management's new paradigm of organizational structure and managing people. There is no 'one size fits all' approach. The method or combinations of methods that may be required are ultimately determined by what the customer considers is 'value.' Employees of the future may be treated as partners and volunteers, 'persuaded' rather than 'ordered.'

The next challenge is the new certainties of the coming business landscape. The collapsing birthrate and the shift in the distribution of income need to be studied and planned for. Global competitiveness is a must for survival. Performance needs to be redefined for the organization on more than just short-term gains in order to inspire and commit 'knowledge workers' to their mission.

Third is becoming a change leader. Educate others that change equals opportunity. Regularly abandon activities that no longer produce results. Enhance practices that have been working by exploiting and publishing their success throughout the company. Study what is working or not in the market with other companies. Don't confuse motion with action.

Fourth are the information challenges. The purpose of information is not knowledge but being able to take the right action. Success is based on the creation of value and wealth in the eyes of the customer. Information needed would include the normal foundation information as well as productivity, competence and allocation of scarce resources information.

The fifth challenge lies in vitalizing 'knowledge workers' into high productivity. Attention should be given to all ways to make this asset grow. Differing from manual laborers, knowledge workers carry the 'means of production' within them and rely less on a specific employer for work.

The sixth challenge is managiing ourself (ourselves). The biggest possible increase in production lies here. Intellectual arrogance promotes disabling ignorance. Concentrate on your strengths. Avoid trying to change yourself. Ask yourself what your strengths are. Determine how you work. Do you like to work alone? Would you prefer to be an advisor or a decision maker? What are your values? This type of questioning will help determine where you belong. Most of our careers will involve changing organizations at least once. You must learn what makes 'you' tick.

Five Stars

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A must have for managers

Drucker outlines lessons that management can learn from the changing world economy and population.

1. Management is not just business management, but is the ability to take advantage of opportunities in sectors of the economy that are likely to experience growth in the future, like education, the professions, and healthcare.
2. Recognize that there is not one ideal way to organize an enterprise. Both "team" organization and the "CEO cult of personality" have their shortcomings. It can be difficult for teams to make decisions effectively and popular CEO's must have successors. You must find the right balance of organization that fits your company's business needs.
3. There is no one way to organize employees. You need to lead workers rather than manage employees. This is because management increasingly does not know the areas of expertise that employees possess, and employees are now seeking interesting and rewarding work.
4. National boundaries and regional markets will become less defining factors of the companies boundaries. Innovations in an industry don't necessarily come from within the industry anymore. Further, national governments will be less able to protect local industries from facing the competitiveness of the global industry leaders. Global competitiveness must become a strategic goal for the business.

Drucker also outlines the economic consequences of the declining birthrate in the developed countries. A declining birthrate means that the working population will become progressively older. New relationships must be forged with older workers, especially knowledge workers. Companies that attract and retain knowledge workers past retirement age will gain a significant competitive advantage.

Managers must become Change Leaders, who direct inevitable change in a controlled and orderly fashion. Managers must look to extending the lifespan of their companies and approaching change as a source of business opportunity.

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Great Set Of Essays Which Will Make You Think

Peter Drucker writes a set of essays which present an outlook of the greatest challenges ahead such as the definition and role of the knowledge worker, the role of management, demographics and innovation. It will definitely make you think a lot... as all good books should.

Addressing the Future IT Workforce

Drucker challenges its readers to think about the future of society by addressing management challenges for the 21st century. By comparing yesterday's assumptions to today's realities, he helps connect the dots. Drucker strategically pinpoints what management challenges we can learn from the past, and at the same encouraging readers to ask the right questions to address how we can use this knowledge to prepare for what's ahead.

I also found Drucker's message inspirational and eye-opening. It's a reminder that today's Informational Revolution has been part of an evolving cycle, which started before printing presses were invented. He emphasizes, for example, that today's Information Revolution is not led by the technology folks but by those in other fields, such as finance and accounting. I applaud this, as the key message that should be emphasized today in preparing the future IT workforce is to diversify. Excitement over technologies such as the printing presses, software, and hardware is all part of what makes the IT industry exciting--but not THE key elements for career survival. Drucker does a great job addressing that in this book. Albeit unintentional, Drucker does a great job addressing this.

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"Druker thougths will live on for many decades to come".

Management new paradigms, strategy, the change leader, information challenges, knowledge worker productivity, managing oneself, Druker proved himself more than capable in his definitions and unique challenge to managers. Rather of a retrospective of his past work "he set aside to wirte not the known past but the unknown future".
Peter Drucker discusses the profound social and economic changes occurring today and considers how management--not government or free markets--should address these new realities in the workplace. "Management is Business Management in all kind of organizations". This book is easy to read. For most content may be wider than how we think management usually is. Druker wrote in his introduction " the advice in this book requires a reversal of what most people have thought about management for more than a century". Peter Drucker discusses how the new paradigms of management have change and will continue to change our basics assumptions and principles of management.

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reviews: page 1, 2, 3, 4, 5, 6, 7, 8, 9, 10

New and revolutionary ideas and perspectives on the central management issues of tomorrow by the man Warren Bennis calls "the most important management thinker of our time."

In this major new work, Peter F. Drucker discusses how the new paradigms of management will change our basic assumptions about the practices and principles of management. Drucker explains "The New Information Revolution" discussing the information an executive needs and the information an executive owes. He examines knowledge-worker productivity, and he writes about the ultimate challenge of managing yourself and meeting the new demands on the individual in a longer working life and an ever-changing workplace.

Incisive, challenging and mind-stretching, Management Challenges for the 21st Century combines the wide practical experience, profound insight, sharp analysis and enlightened common sense that are the essence of Drucker's writings.

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