Biography of Peter Drucker. Peter Drucker's contribution to international management

Ministry of Education and Science, Youth and Sports of Ukraine Odessa National Polytechnic University Department of Management named after. N.P.Prodius

Essay

On the topic: “P. Drucker’s concept of management by objectives

Completed by the student:

groups OM-132

Shvachko Olga Viktorovna

Checked:

Kobalchinsk Evgenia Alexandrova

Odessa-2013

Introduction

Main part

Biography of Peter Drucker

Bibliography

Introduction

In modern economic conditions, when most enterprises are trying to at least survive, an effective way to increase the efficiency of their activities is to change approaches to managing the organization.

One of these approaches is the concept of “management by objectives”, which is the basis of project management aimed at improving the economic activity of an enterprise. The use of this model allows you to concentrate the efforts of all members of the organization on achieving not only the tactical goals of the organization, but also strategic ones.

Many would argue that no single individual had such a pervasive influence on the development of business in the 20th century that Peter F. Drucker did. In fact, he created management as a discipline in the 50s, turning this unpopular and disrespected specialty into a necessary condition for business development, “which reflects the spirit of the new times.”

Peter Drucker has written 31 books on various management issues. Last years The main issues that Peter Drucker devotes his time to are the information revolution, the new demands placed on managers by the business environment, and planning for change.

Main part

Biography of Peter Drucker

Drucker P.F. is the largest modern management researcher, one of the founders of the empirical school. Born in Vienna, received his legal education in Germany, Doctor of Law.

His father, Adolf Drucker, was a leading Viennese lawyer and a famous Austrian liberal, one of the founders of the Salzburg Music Festival.

In 1937, the family emigrated from Germany to the United States.

He believed that the failure of European capitalism to give the individual “status and function” paved the way for fascism. This idea influenced Drucker's love of large corporations, which he saw as “representative organizations” for building citizenship in US society.

Were a professor social sciences at Bennington College, then a professor at the California Graduate School of Business. He actively combined teaching activities with consulting activities, and was a permanent adviser to a number of US corporations.

Since the 1940s he writes books on management, many of which have revolutionized business management.

Thirty-one books belong to his pen:

thirteen of them are devoted to problems of society, economics and politics,

fifteen - management,

two - artistic,

one is autobiographical;

In 1943, while most Americans were preoccupied with World War II, Drucker gained access to General Motors and conducted a complete analysis of its structure and management.

For six decades, Drucker was the most sought-after adviser to CEOs who included Citicorp's Walter Wriston, Chase Manhattan Corp.'s David Rockefeller, Time Inc.'s Henry Luce and Times Mirror Co.'s Mark Willes. He coined the term “management by objectives” and helped develop objective measures of pay and promotion. He identified the importance of the “knowledge worker”—the white collar elite—before anyone else.

For more than twenty years, from 1950 to 1971, he was a professor of management at the New York University Graduate School of Business.

Since 1971, Drucker has been a professor of social sciences and management at Claremont University; in 1984, the University's Graduate School of Management was named after him.

Peter F. Drucker's articles have appeared frequently in the Harvard Business Review and elsewhere.

On June 21, 2002, US President George W. Bush presented Peter Drucker with the Presidential Medal of Freedom.

Drucker has honorary doctorates from many universities around the world. In addition, he holds the position of honorary chairman of the Leader to Leader Institute, which he founded.

F. Drucker has changed many jobs since he began his career 70 years ago. He actively combined his teaching activities with consulting activities, and was a permanent adviser to a number of US corporations

His focus is on entrepreneurial activity, innovation, the role of managers in organizations, organizational goals and the logic of the formation of organizational structures. He is one of the creators of the theory of management by objectives, the developer of the case study method, and the initiator of comparative research of cultures. In his opinion, the specifics of culture correspond to a special formula for success in business. He is also known as a critic of a number of provisions of the school of human relations, calling their concepts “psychological despotism,” and a researcher of the heritage of the classical school.

In his autobiography, released in 1979, entitled Adventures of Bystander(“The Adventures of an Eyewitness”) P. Drucker vividly talks about his Viennese childhood during the First World War, as well as about the family and cultural traditions that influenced the formation of his thinking. Peter Drucker also wrote 31 books on various management issues. In recent years, the main issues that Peter Drucker devotes his time to are the information revolution, the new demands made by the business environment for managers, planning changes.

From the point of view of P. Drucker, the unity of theory and business is the main defining feature of the empirical school. Drucker believed that the main efforts of managers should be aimed at creating a system of interest, forming and improving effective labor motivation. At the enterprise level, this is manifested, first of all, in remuneration and the achievement of job satisfaction by each employee. Drucker formulated the foundations of the situational approach to management: the need for a specific analysis of situations in order to make the right management decisions. He considers situational theory as a unifying concept, considering it necessary to turn it into a fundamental principle of management thinking. P. Drucker's main works: “The Market: How to Become a Leader. Practice and principles”, “New realities in government and politics, in economics and business, in society and worldview”. According to his concept, society is a global organization, and the current stage of its development is due to the dominance of trade relations and is defined as a “global trade center ". Peter Drucker provided the basic basis for the emergence of the modern concept of “management by objectives” - KPI systems, the task of which is to determine the models of key performance indicators (achievement of set goals) that are necessary for business.

Peter Drucker's Management by Objectives Concept

Peter Drucker is known for being the first to publish the concept of MOC as a method for improving organizational performance. Drucker believed that every leader in an organization, from the highest to the lowest level, should have clear goals that support the goals of those at higher levels. Duker envisioned that this process would help each manager gain a clear understanding of what the organization expected of him, the goals of the organization, and the goals of his boss.

Duker also identified 3 fundamental functions of a manager:

1) business management;

2) management by managers;

3) employee management.

He emphasized that the successes of leading US corporations are associated with the use of the same techniques for effective business management. The scientist included decentralization of operational decision-making, optimization of the number of management personnel, “enrichment” of labor, and a clear awareness of one’s belonging to a specific business. The scientist’s most significant contribution to management theory is considered to be the analysis of the most important of these methods, which allowed him to develop the concept of “management by objectives.”

This is an objectified motive that encourages action.

This is the desired state of an object in the future.

This concept, expressing the ideal anticipation of the result of activity, is, as has been known since the time of Aristotle, “that for the sake of which” 1.

Purpose as an attribute of conscious behavior is inherent in any human activity. Therefore, the goal is always social.

The central idea of this concept is the plurality of organizational goals (not only traditional profit maximization, but also a focus on long-term success). The task of a rational manager is to balance the various goals of the organization.

P. F. Drucker considers management by objectives as a necessary element of the activities of managers in a business organization and believes that their main functions are the formation of goals and correlation with common goals. Based on the idea of a business organization as a system that has many needs, Drucker thinks that managers must take into account and reflect in the formed on different levels organizing a system of goals. He connects the emergence of a system of goals with the variety of tasks solved by managers in various sectors, as well as with the variety of needs of various social groups both inside and outside the organization interested in its activities.

He forms two theses: 1. A manager cannot effectively manage an organization focusing only on an economic goal. 2. Work to improve the system of goals and with the system of goals is necessary for any business organizations, since their survival and successful development depends on meeting the diverse needs of social groups.

Definition of goals for each area of management activity allows:

firstly, to explain the entire range of economic phenomena in several general formulations;

secondly, to test these judgments in practice;

thirdly, predict the behavior of the company;

fourthly, check the reasonableness of decisions in the process of making them, and not after their implementation;

fifth, improve future activities based on analysis of past experience. Using the management mechanism by objectives as a method of increasing the efficiency of an organization allows you to combine planning and control, increase the involvement of managers at all levels in the process of developing goals and stimulates feedback processes. Another important advantage of this concept is connection of tasks, facing the individual manager, with the overall goals of the company. Management by objectives therefore assumes that leading an organization is a function of a group of managers and not the exclusive privilege of one individual. Because the integral part management by objectives is the broad participation of lower-level workers in it; senior managers must maintain cooperation with them and their participation in decision-making.

So, the concept of “management by objectives” represents the basis of project activities aimed at achieving specific strategic goals of the enterprise, which are formed and implemented through agreement with managers at all levels of management and individual employees.

P. Duker, according to the concept, proposed a list of organizational goals related to:

defining the type(s) of markets in which it should operate;

setting the type of product released to a given market;

determining the level of planned profit;

setting the type and sources of necessary resources;

attitude towards innovation and acceptable risk;

meeting the needs of staff;

ensuring public recognition of its activities in the wider society;

The concept of “management by objectives” has significant advantages, namely:

involvement of managers at all levels in the process of developing goals;

stimulating feedback processes;

combining the tasks facing each manager with the overall goals of the organization;

increasing work efficiency due to the fact that each manager has a clear understanding of the purpose and purpose of the organization as a whole;

increased motivation to work as a result of the personal participation of all managers in the development and coordination of goals;

improving the control system and evaluating the work of each employee, according to the results obtained.

reducing the negative impact of control on the work of employees;

achieving strategic, and not just current goals of the enterprise.

Management by objectives therefore assumes that leading an organization is a function of a group of managers and not the exclusive privilege of one individual. Because management by objectives requires widespread participation from lower-level employees, senior managers must encourage their cooperation and participation in decision-making.

At the same time, A.V. Shegeda highlights certain disadvantages of this concept:

the hierarchy of goals is characterized by some static nature, that is, in a certain period, the composition, characteristics of goals and subordination may vary;

goals may be hierarchically subordinate to each other, that is, higher-level goals may be more important and broader in scope than lower-level goals;

the need for a significant period of time (from 3 to 5 years) for its full implementation;

it is not effective enough to apply in a poorly organized and poorly managed enterprise, where goals are communicated to lower-level managers without their agreement;

does not produce results if there is no personal motivation of employees;

ineffective without the information necessary for management;

needs a well-organized control system.

SOCIETY OF KNOWLEDGE

The main idea of the concept of a knowledge society is the expression of Peter Drucker himself: “In a knowledge society, managers must be willing to give up everything they know.” 9 In such a society, knowledge is a primary resource and a comprehensive resource for both individuals and the economy as a whole. Such traditional factors of production as land, labor and capital do not disappear, but fade into the background. They can be acquired and are acquired quite easily with the help of specialized knowledge. At the same time, specialized knowledge by itself does not produce anything. They can only be productive if they are integrated into the task. And this is why the knowledge society is also a society of organizations, since the purpose and function of any organization, both business and non-business, is the integration of specialized knowledge into a common task.

According to this concept, a new type of worker appears - a knowledge worker. Drucker distinguishes two categories of workers: managers and specialists (managers of a certain level, consultants, programmers, users software and so on.). Users and programmers can work either independently or in a company. The main difference between their activities is that they create the product with their own funds, without using company funds. A fair question arises: how to manage such employees? In answering this question, Drucker considered three types of teams:

doubles tennis, characterized by high interdependence of partners, the need to balance their strengths and weaknesses and lack of freedom;

baseball, where the place and functions of each player are strictly defined and clearly articulated;

American football with a significantly greater degree of freedom; during the game, any player can take the initiative and perform various functions.

Drucker also notes that the dynamics of knowledge clearly dictates to managers that each organization must build change management according to its own system, close to that particular organization. 10 On the one hand, this means that every organization must be prepared to abandon everything it does. Managers must learn, over time, for every process, every product, every procedure and policy, to periodically ask, “If we don’t already do it, should we do it knowing what we now know?” If the answer to this question is no, the next question should be, “So what should we do now?” And the organization should do something specifically to resolve this problem, and not call for another study. The organization must be able to abandon any unpromising and unprofitable activities, and not try to prolong the life of some currently successful production product. Sometimes such a strategy brings greater benefits than the last one.

On the other hand, it is the sacred duty of every organization to devote itself to creating something new. This idea is characterized by the statement that each department in the course of its activities should use three basic principles. First, a process called by the Japanese kaizen (kaizen), which involves continuing to improve the company’s product. The goal of Kaizen is to improve a product or service in such a way that in two to three years it can become a truly different (from “different”) product or service.

Secondly, every organization must learn to use its knowledge to develop its own success and further apply it, and not just rest on its laurels.

And third, every organization must learn innovation activity as a systematic process. Without taking into account these three principles, a knowledge-based organization will very quickly become obsolete, losing productive capacity and with it the ability to attract and retain professional workers with the specialized knowledge on which productivity depends.

Peter Drucker's main contribution to modern management theory is that he was able to collect and systematize the knowledge of many scientists about management problems, thereby distinguishing it as a separate science. Of course, the scientist’s own developments also play a huge role; he had an amazing gift for formulating ideas that later became postulates of management related to the concretization and explanation of the processes occurring in the organization on the way to improving its structure, productivity and meeting the needs of consumers.

Considering that today national natural and climatic resources are increasingly losing their former significance for economic growth, and for the cultural development of any country, after reading Drucker’s works, you begin to better understand not just the importance of the management factor in modern society, but also its transformation into the main, decisive factor in the progress of human civilization.

According to Drucker, the following principles of management can be distinguished:

1. Management is an integral part of human existence. Without it, no joint activity of people is possible. Management makes people's strengths effective and their weaknesses irrelevant. 2. Management is deeply embedded in the culture of any country. And here it is of great importance Feedback: the impact of cultural and historical traditions on management.

3. The task of management is to establish in the organization a system of clear and simple goals and values that would make all employees allies in achieving them.

4. The task of management also includes: providing the enterprise and each of its employees with the opportunity to grow and develop. Continuous training and retraining must be part of the fabric and blood of any organization at all levels.

5. The performance of work by each employee should be based on personal responsibility for the assigned work. Everyone must clearly understand their responsibilities and be able to evaluate their personal contribution to the common cause.

6. Control over all parameters of the organization’s activities also depends on management.

7. Finally, you should always remember that the main end result of the enterprise is customer satisfaction.

Condensed main ideas P. Drucker presented in the appendix to the book by J. Tarrant: The main part of the preparation process sales staff absolutely useless. At best, it will help bring the incompetent seller out of a state of complete idiocy.

If you have too many problems, perhaps you should leave the business. There is no law that says a company must exist forever.

The concept of managing by objectives will work if you know the objectives. However, 90% of the time these goals are unknown to you.

We subordinate economics to politics; but we analyze moral and political issues in economic terms

We need to stop talking about profits as rewards. It is just a type of cost. There are really no rewards;

Bibliography:

Drucker P. Practice of management / Trans. from English – M.: ID Williams, 2007. – 400 p.

http://5ka.at.ua/load/menedzhment/piter_druker_viznachnij_svitovij_menedzher_referat/38-1-0-2974

Peter F. Drucker. Effective manager - Moscow: BCI, 1994.

Michael Mescon. Fundamentals of management. Michael Mescon, Michael Albert, Franklin Khedouri, Moscow, ed. Case, 1996.

http://www.top-personal.ru/issue.html?1189

http://hrm.ru/db/hrm/Peter_Ferdinand_Drucker/glossary.html

Peter Drucker is a management classic, economist, publicist, author of the “information worker” concept, teacher, one of the most influential management theorists of the 20th century.

Drucker was born in Vienna on November 19, 1909. Peter spent his childhood and youth there. But in 1920 he moved to Germany, where he studied in Hamburg, then in Frankfurt (over his long life he received 19 doctoral degrees in different educational institutions). Here Peter Drucker first tried himself as a journalist. In 1937, the Nazi regime rapidly spread throughout Germany. Peter fled from him to the USA. His main statement was that if every person is not given “status and function,” then this will open the door to fascism. In 1943, Drucker received official US citizenship. In the same year, he began working at General Motors and conducted a complete analysis of its structure and management. Having gained enormous experience in this work, Peter Drucker began his teaching career in 1950 at New York University. For 20 years there he developed his concepts and ideas in management. It was he who made a scientific discipline out of this unpopular specialty.

Drucker coined the term “management by objectives.” He built a ladder for employee promotion and the amount of salary accrual. Peter identified the importance of white collar work before anyone else. Drucker believed in creating economic progress and social harmony. Peter sometimes made mistakes and the consequences terrified him. Corporations that were built to stand like pyramids were like tents

Over six decades, about 39 books and hundreds of articles appeared from his pen. Drucker was the most sought-after advisor to directors of many large and well-known companies. Peter worked until his death. When he was 90 years old, he provided counseling from his modest home in Claremont, California. The world's leading corporations have been working on the theories of Peter Drucker since the 1940s. Business schools and foundations are named after him.

Peter Drucker died on November 11, 2005 at the age of 96 in his home and took with him an entire era in the development of management. To date, no economist has appeared in the world who could take his empty place.

1909 Grew up in Vienna, moved to Germany in the 1920s, studied in Hamburg, then Frankfurt.

All the world's leading concerns have been living “according to Drucker” since the mid-40s of the 20th century. Drucker believed that economic progress and social harmony could be created. But, like many great creators, Drucker was horrified by his creation. " Corporations that were built to stand like pyramids now look like tents“, Peter admitted, not without sorrow, in the last years of his life.

Essays

The End of Economic Man: The Origins of Totalitarianism (1939)
The Future of Industrial Man (1942)
Concept of the Corporation (1945)
The New Society (1950)
The Practice of Management(1954). Russian-language edition: Management Practice. - M.: “Williams”, 2007. - P. 400. - ISBN 0-7506-4393-5
America's Next 20 Years (1957)
Landmarks of Tomorrow: A Report on the New "Post-Modern" World (1959)
Power and Democracy in America (1961)
Managing for Results: Economic Tasks and Risk-Taking Decisions (1964)
The Effective Executive (1966)
The Age of Discontinuity(1968). Russian-language edition: The era of rupture: guidelines for our changing society. - M.: “Williams”, 2007. - P. 336. - ISBN 1-56000-618-8
Technology, Management and Society (1970)
Men, Ideas and Politics (1971)
Management: Tasks, Responsibilities and Practices(1973) Russian-language edition: Management: conceptions, responsibilities, practice. - M.: "Williams", 2008. - P. 992. - ISBN 978-5-8459-1365-4

The Unseen Revolution: How the Pension Fund Came to America (1976)
An Introductory View of Management (1977)
Adventures of a Bystander (1979)
Song of the Brush: Japanese Painting from the Sanso Collection (1979)
Managing in Turbulent Times (1980)
Toward the Next Economics and Other Essays (1981)
The Changing World of the Executive (1982)
The Temptation to Do Good (1984)
Innovation and Entrepreneurship: Practice and Principles(1985). Russian-language edition: Business and Innovation. - M.: “Williams”, 2007. - P. 432. - ISBN 0-88730-618-7
The Frontiers of Management (1986)
The New Realities (1989)
Managing the Non-Profit Organization: Practices and Principles(1990) Russian-language edition: Management in a non-profit organization: principles and practice. - M.: “Williams”, 2007. - P. 304. - ISBN 0-88730-601-2
Managing for the Future: The 1990s and Beyond (1992)
The Post-Capitalist Society (1993)
The Ecological Vision: Reflections on the American Condition (1993)
The Theory of the Business (1994)
Managing in a Time of Great Change (1995)
Drucker on Asia: A Dialogue Between Peter Drucker and Isao Nakauchi (1997)
Peter Drucker on the Profession of Management(1998). Russian-language publication: On professional management: about the profession of manager. - M.: "Williams", 2005. - P. 320. - ISBN 1-59139-322-1
Management Challenges for the 21st Century(1999). Russian-language edition: Management challenges in the 21st century. - M.: “Williams”, 2007. - P. 272. - ISBN 0-7506-4456-7
The Essential Drucker: The Best of Sixty Years of Peter Drucker’s Essential Writings on Management(2001). Russian-language edition: Encyclopedia of Management. - M.: "Williams", 2006. - P. 432. - ISBN 0-06-621087-9
Leading in a Time of Change: What it Will Take to Lead Tomorrow(2001; with Peter Senge)
The Effective Executive Revised(2002). Russian edition: Effective leader. - M.: “Williams”, 2007. - P. 224. - ISBN 0-06-051607-0
Managing in the Next Society(2002). Russian-language edition: Management in the society of the future. - M.: “Williams”, 2007. - P. 320. - ISBN 0-312-28977-4
A Functioning Society (2003)
The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done(2004). Russian-language edition: Drucker for every day. 366 tips for motivation and time management. - M.: “Williams”, 2007. - P. 416. - ISBN 0-06-074244-5
Managing Oneself (2005)
The Effective Executive in Action(to be published in January 2006)

Links

Personal MBA: Peter Ferdinand Drucker. Main ideas, Essay excerpts
Peter F. Drucker, a Pioneer in Social and Management Theory, Is Dead at 95 (The New York Times, November 12, 2005)
The Man Who Invented Management (Special report on Peter Drucker (The Economist, November 19, 2005)

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Peter Ferdinand Drucker (November 19, 1909, Vienna - November 11, 2005) - American scientist of Austrian origin; economist, publicist, teacher, one of the most influential management theorists of the 20th century.

He grew up in Vienna, moved to Germany in the 1920s, studied in Hamburg, then in Frankfurt.

In 1937 he fled to the United States from the Nazi regime. In 1943 he became a US citizen. He taught management at New York University from 1950 to 1971. Since 1971, Professor of Social Sciences and Management at Claremont Graduate University. Since 1939, he has written 39 books, as well as hundreds of articles in The Wall Street Journal and Harvard Business Review. He continued his professional activities until his death.

Formed a theory about innovation economy and entrepreneurial society. Drucker's theory is based on his idea of a new information society characterized by constant change. In the world of the future, “creative destruction” will be a fundamental feature of society as a whole, and not just its economic sphere. Professional managers of the coming era will face the need to adapt to the situation of periodic transformations, when the latter will no longer be perceived as exceptions and will become the norm. “In periods of fundamental structural change,” writes Drucker in a book published in Russia in 2003 called “Management Challenges in the 21st Century,” “only change leaders survive—those who sensitively grasp the trends of change and instantly adapt to them using the opportunities that open up for your benefit.” But, moreover, in business, as in social activities It is impossible to achieve success today if you do not generate changes, constantly asking yourself about the reasons for the lack of effectiveness of certain aspects of work.

All the world's leading concerns have been living “according to Drucker” since the mid-1940s. Drucker believed that economic progress and social harmony could be created. But, like many great creators, Drucker was horrified by his creation. “Corporations that were built to stand like pyramids now look like tents,” Peter admitted, not without sorrow, in the last years of his life.

Books (4)

Management

The revised edition of Management is a distillation and synthesis of Peter F. Drucker's work on management and society, with an emphasis on his published and unpublished work since the 1973 first edition of Management: Challenges, Responsibilities, Practices (MZOP)” until his death on November 11, 2005. During this time he published more publications than in 1954-1973, i.e. from the publication of the book “The Practice of Management” (1954) and “MZOP”.

Management challenges in the 21st century

The book is a classic of modern management, dedicated to global problems that the world economy and all of humanity will face in the 21st century. Serious changes await humanity, and we all must be prepared for them. The book will be of interest not only to specialists, but also to everyone who cares about the future.

Encyclopedia of Management

Peter Drucker himself calls this book a guide to his works; it appeared as an answer to the questions constantly asked of him by younger readers: “Which books are the best to begin with to get acquainted with Drucker’s works? Which of his works should be considered the most important?”

This publication is compiled based on ten books by Peter Drucker, published over all 60 years of scientific and creative activity.

Effective leader

A manager's job is to be effective. Whether he is in business or working in a hospital, a government agency or trade union committee, a university or an army unit, he is expected to perform tasks correctly, that is, he is expected to be effective.

Send your good work in the knowledge base is simple. Use the form below

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1. Peter Ferdinand Drucker

Peter Ferdinand Drucker is one of the most renowned management scholars and the author of many books on management issues. His works are widely known throughout the world. Peter F. Drucker was born in 1909 in Vienna (Austria). The future guru was educated at home and in Great Britain, after which he worked as a newspaper reporter in Frankfurt (Germany), while simultaneously preparing to defend his doctoral dissertation. Drucker later worked as an economist in the London branch of one of the major international banks, and in 1937 he moved to the United States. In America, at Bennington College and the New York University Graduate School of Business, he began his teaching career. On June 21, 2002, Peter Drucker received the Medal of Freedom from US President George W. Bush. He has received honorary doctorates from numerous universities around the world. Peter Drucker spent the last years of his life in Claremont, California. Having retired from active work, he nevertheless continued to consult. On November 11, 2005, Peter Drucker died eight days short of his 96th birthday.

Peter Ferdinand Drucker is a renowned writer, consultant and management theorist. Heads of the world's largest corporations sought his advice, non-profit organizations, government agencies. Drucker wrote 31 books that have been translated into more than two dozen languages. Thirteen of them are devoted to economics, politics, public life, and fifteen books are devoted to management. He also published two stories and an autobiography, and co-authored a book on Japanese painting. The main contribution of the scientist is the systematization of knowledge on management problems and the separation of management into a separate science. Modern society today is transforming from an industrial one into a “society of managers”, since it is this category of workers that is moving to primary positions. It is the phenomenon of management that can explain why enterprises increasingly use the labor of highly qualified workers. No society, no social system could afford this before. And it is management that is able to use the ever-deepening division of labor, unite workers of different specialties and lead them to achieve common goals. The role of management is to turn knowledge and education into the direct productive force of society, into what is called the true capital of any economy. Almost 150 years ago, the concept of “management” and the science of management itself were unknown. Since then, according to Drucker, management has radically changed the entire system of socio-economic relations to a highly developed countries ah peace. In his works, Drucker traces the entire path of this transformation, showing how management created world economy, installed a new one economic order. He examines the challenges that managers in developing and developed countries face and will face in the future, emphasizing the principles of management that will help managers create successful businesses around the world.

"Encyclopedia of Management". Peter Drucker himself calls this book a guide to his works; This publication is compiled based on ten books by Peter Drucker, published over all 60 years of scientific and creative activity. According to the author, this "... is not only the best, in my opinion, introduction to the matter to which I have devoted my whole life. This is not just an anthology that any author can only dream of. I am sure that this is truly unique, logically a consistent introduction to control theory, covering basic principles, problems, challenges and opportunities of management".

2. Key ideas and concepts developed by Peter Drucker

While living and working in London, Peter Drucker published his first books (1939 and 1942): The End of Economic Man and The Future of Industrial Man. The ideas expressed by Drucker in these works interested one of the executives of General Motors, who invited him to conduct a study of the company's senior management and the basic principles of its functioning. Based this study and experience in consulting projects carried out for others large corporations(General Electric, Sears, Roebuck) Drucker published two more works: in 1946 - the book “The Concept of the Corporation”, and in 1954 - “The Practice of Management”. As conclusions based on these works, the author identified the absence of the concept of management as a profession: managers do not realize that they perform a set of managerial functions. Drucker believed that: “The ability to make good decisions is the most important skill for all levels of management.” Drucker also identified 3 fundamental functions of a manager:

1) business management;

2) management by managers;

3) employee management.

The third important conclusion was the definition of business as a firm, which includes 3 concepts. Firstly, as a “business”, that is, an economic institution formed to create products that satisfy the needs of the market and the company’s clients. Secondly, as a humanitarian and social “organization” that hires people and undertakes to pay them for their work. Thirdly, how " social institution", integrated into society and therefore subject to the influence of public interests. The main thing in Drucker's first books is an attempt to present management as a systematized body of knowledge, that is, a new scientific discipline. Drucker concluded that the success of leading US corporations is associated with the use of the same techniques for effective business management. The scientist included decentralization of operational decision-making, optimization of the number of management personnel, “enrichment” of labor, and a clear awareness of one’s belonging to a specific business. The scientist’s most significant contribution to management theory is considered to be the analysis of the most important of these methods, which allowed him to develop the concept of “management by objectives.”

2.1 The concept of an entrepreneurial society

Peter Drucker published a book in 1984 entitled “The Market: How to Become a Leader. Practice and principles". In this work, Drucker introduces the term “management revolution”, meaning innovation and entrepreneurship. The author writes that they (innovation and entrepreneurship) help achieve the changes that they tried to achieve with the help of various historical revolutions, but only without bloodshed, civil war, concentration camps and economic failures. The creative functions of innovation and entrepreneurship are distinguished by purposefulness, certainty and controllability. Drucker talks about the need for an entrepreneurial society in which innovation and entrepreneurship are sustainable, normal and obligatory. Leaders of all institutions are required to make innovation and entrepreneurship a normal, ongoing, everyday activity in their personal work and the work of their organization. Thus, the manager takes the first role, and the concept of “manager-entrepreneur” arises. Drucker notes that entrepreneurship is of a higher quality nature, and considers an entrepreneur to be someone who creates fundamentally new goods or services. In addition, Drucker interprets the spheres of entrepreneurship: small business, intra-company entrepreneurship (technological, organizational), entrepreneurship in social sphere(new approaches to work motivation). In his work, Peter Drucker also highlights the conditions for the formation and existence of an entrepreneurial society. The first priority public policy and measures that need to be carried out in an entrepreneurial society, the author considers the identification of areas of failure, that is, those areas in which innovative and entrepreneurial activity do not bring the desired results. Thus, in his opinion, planning in the traditional sense is incompatible with an entrepreneurial society and entrepreneurial economy. At their core, innovation activities must be decentralized, operational, specific and microeconomic in nature. It is best to ensure that they are implemented gradually, are flexible and effective.

Peter Drucker also identified the primary task facing members of the entrepreneurial society, which should be treated as an opportunity for personal growth: continuous learning and retraining. Concern for personal growth and professional career motivates individual members of the entrepreneurial society to increasingly take responsibility for their own continuous learning and retraining. They can no longer be guided by the idea that the knowledge acquired in childhood and adolescence will serve as their “foundation” for the rest of their lives. Embedded in early years knowledge should be considered as a “launching pad” for a takeoff, and not as a basis for constructing a building in which you are going to spend your whole life. People must be prepared to independently determine for themselves the directions of their activities. The intensity of updating knowledge and skills depends on the level of initial training and the extent to which their professional career is related to entrepreneurship. In this regard, the area of activity of workers is of great importance. For example, the skills acquired by a carpenter during his years of study can serve him faithfully without significant changes for about forty years, that is, almost until the end of his economically active life. As for doctors, engineers, teachers, lawyers, managers, etc., they must assume that the knowledge, skills and abilities they acquired will become obsolete in fifteen years. Specialists at this level must be prepared for the fact that a decade and a half after they have mastered knowledge and skills at the current level, they will actually have to solve completely different problems, they will face different goals, and in many cases their professional “career” may go in a different direction. From these considerations follows the following concept of Peter Drucker - the concept of a “knowledge society”.

management management drucker

2.2 Knowledge Society

The main idea of the concept of a knowledge society is the expression of Peter Drucker himself: “In a knowledge society, managers must be willing to give up everything they know.” In such a society, knowledge is a primary resource and a comprehensive resource for both individuals and the economy as a whole. Such traditional factors of production, such as land, labor and capital, do not disappear, but fade into the background. They can be acquired and are quite easily acquired with the help of specialized knowledge. According to this concept, a new type of worker appears - a knowledge worker Drucker distinguishes two categories of workers: managers and specialists (managers of a certain level, consultants, programmers, software users, etc.).

Users and programmers can work either independently or in a company. The main difference between their activities is that they create a product own funds without using company funds. A fair question arises: how to manage such employees? In answering this question, Drucker considered three types of teams:

· doubles tennis, characterized by high interdependence of partners, the need to balance their strengths and weaknesses and lack of freedom;

· baseball, where the place and functions of each player are strictly defined and clearly formulated;

· American football with a significantly greater degree of freedom; during the game, any player can take the initiative and perform various functions.

Drucker believes that the structure and type of work of most organizations can be compared to one or another category of sports teams and choose the appropriate style of working with personnel. Drucker also notes that the dynamics of knowledge clearly dictates to managers that each organization must build change management according to its own system, close to that particular organization. On the one hand, this means that every organization must be prepared to abandon everything it does. Managers must learn through a certain amount of time for every process, every product, every procedure and policy to periodically ask the question: “If we don’t already do it, should we do it, knowing what we now know?” If the answer to this question is no, the next question should be, “So what should we do now?” And the organization should do something specifically to resolve this problem, and not call for another study. The organization must be able to abandon any unpromising and unprofitable activities, and not try to prolong the life of some currently successful production product. Sometimes such a strategy brings greater benefits than the last one.

2.3 Business theory

Another concept developed by Peter Drucker is the concept of business theory. It is based on attempts to answer the question of what happened to well-known companies in the 80-90s. The author analyzed the causes of the crises of large corporations (for example, General Motors and IBM) and made appropriate conclusions. For General Motors, the main problem was the loss of understanding of its market, and for IBM - its product, that is, the companies were unable to adapt their business theory to modern conditions. Drucker’s main development was the three elements that make up business theory. The first element is the idea of environment organizations: society and its structure, market, consumer and technology. The second element is the idea of the specific (special) mission of the organization. The third element is an idea of the company’s key capabilities or core competence - a set of capabilities that determine competitive advantages and necessary to achieve the organization's mission. The author notes that these three points are deceptively simple. It usually takes years of intense work, thought, and experimentation to develop a clear, complete, and actionable theory of business. To achieve success, an organization must work hard and develop in its own way. For a business theory to be effective, four important points must be taken into account:

1. Ideas about the environment, the organization's mission and core competencies must correspond to reality. That is, it is necessary to take into account the changes taking place in society, its structure, and, accordingly, in the needs and capabilities of consumers, and, based on this, somehow develop and change your business.

2. The ideas about these three elements must correspond to each other. This was perhaps General Motors' greatest strength, and it determined the company's dominance for decades. The company had a remarkable combination of understanding the market and the optimal production process. In the mid-20s, the company decided that it also needed completely new, hitherto unknown key capabilities: financial control production process and the theory of capital allocation. The result was modern cost accounting and the first rational process capital distribution.

3. All employees of the organization must know and understand its business theory. This is easy to implement at the initial stage of the organization's activities. However, with its gradual development and success, the tendency to take business theory for granted becomes more and more evident. Then a certain negligence appears in the work of the organization, it begins to “cut corners.” The company begins to do what seems appropriate, and not what is right. She stops thinking and asking questions. She remembers the answers, but forgets to ask questions. Business theory becomes culture. However, culture is not a substitute for discipline, and business theory is first and foremost a discipline.

4. Business theory must be constantly tested. It is not engraved in stone. It consists of assumptions about things that are in constant dynamics, movement - society, markets, consumers, technology. Thus, the business theory itself must assume the possibility of its change.

2.4 Efficiency

In 1966, Peter Drucker published a book called The Effective Manager. It is interesting that in this work the scientist acted not only as a theorist, but also as a practitioner giving specific advice. The author writes that efficiency cannot be taught, but you can and should learn it yourself. He says that managers who are unable to direct their activities in an effective direction are unlikely to be able to properly manage their colleagues and subordinates. Managers who do not know how to effectively organize their own work process set a bad example for others. In order to work effectively, it is not enough to be hardworking, well-informed or have high intellectual abilities. Efficiency is something independent and special. However, in order to be effective, it is not at all necessary to have special abilities, inclinations or acquired skills. The effectiveness of a manager is expressed in his ability to perform certain - fairly simple - tasks. Effectiveness is made up of several practical components. Drucker identifies five main elements for increasing the efficiency of a management employee. First, effective managers must know how to spend their time. Managing your time is a critical element of being productive. This step is purely methodical: recording time, keeping control records with its measurements. This forces the employee to take a closer look at where he spends his time, on his activities and goals, which will significantly affect the level and quality of work performed. Second, effective managers must focus on achievements that extend beyond their organization. They should be focused not on doing the work as such, but on the end result. A good manager, before starting to perform a particular task, asks himself the question: “What results should I achieve?” The process of work itself and its methods fade into the background for him. The manager learns to analyze his role in the organization and determine his contribution to its activities. Answers to the questions posed should lead to increased demands on oneself, to reflection regarding one’s own goals and the goals of the organization, as well as to the definition of values. Most importantly, the questions should make you think about the need to improve your performance. They stimulate the manager to take on greater responsibility and abandon the role of a subordinate, for whom everything that suits his superiors is good. In other words, by concentrating on his own contribution, the manager learns to focus not on the means as such, but on the final goals. Thirdly, effective managers must build their activities on the advantageous, strong qualities of both their own and their managers, colleagues and subordinates, and are also obliged to look for positive aspects in specific situations. You cannot start work by solving problems that are currently unrealistic. Activation of character strengths is reflected in behavior. This is respect for the personality of both your own and others. It is a system of values and actions. But this is again learning while doing work and self-development in practice. By emphasizing strengths, the manager integrates the individual goal and needs of the organization, individual abilities and results of the organization, individual achievements and capabilities of the organization. Fourth, effective managers concentrate their attention on a few critical areas in which the implementation of assigned tasks will bring the most tangible results. They must learn to install priority areas work and not deviate from their implementation. A waste of energy and time leads to the most negative results. The focus at this stage is the functional indicators of the manager and the organization. What is analyzed is not what is happening, but what one wants to happen in the surrounding conditions. In this case, it is not information that is subject to development, but character: foresight, self-confidence, courage. In other words, it develops leadership based on purpose, determination and confidence. And fifth, effective managers must make effective decisions. And this is, first of all, a question of consistency, that is, the process of completing a task must take place in the required sequence. It must be remembered that an effective decision is always a judgment based more on divergence of opinion than on agreement on the facts. Excessive haste leads to making wrong decisions. There should be few solutions, but they should all be fundamental. When making decisions, you need to be guided by the right strategy, and not by short-term tactical considerations. The author pays the greatest attention to the manager’s self-development, which plays a huge role in his development as efficient worker. He must acquire the appropriate knowledge and skills. He must learn many new skills as he changes activities. But any skills and knowledge will be of little help to a manager if he does not develop himself from the point of view of efficiency. Self-development of a manager in order to increase his own effectiveness is a central link in the development of the organization. To the extent that managers strive to provide concrete value, they raise the functional level of the organization in which they work. As a result, the organization not only becomes capable of more productive activities, it acquires the ability to perform a variety of functions and strive for a variety of goals.

3. Conclusion

Peter Drucker's main contribution to modern theory management is that he was able to collect and systematize the knowledge of many scientists about management problems, thereby highlighting it as a separate science. Of course, the scientist’s own developments also play a huge role; he had an amazing gift for formulating ideas that later became postulates of management related to the concretization and explanation of the processes occurring in the organization on the way to improving its structure, productivity and meeting the needs of consumers. Considering that today national natural and climatic resources are increasingly losing their former significance both for economic growth and for the cultural development of any country, after reading Drucker’s works you begin to better understand not only the importance of the management factor in modern society, but also its transformation into the main , a decisive factor in the progress of human civilization.

According to Drucker, the following principles of management can be distinguished:

1. Management is an integral part of human existence. Without it, no joint activity of people is possible. Management allows you to do strengths people are effective and their weaknesses are irrelevant.

2. Management is deeply embedded in the culture of any country. And here feedback is of great importance: the impact of cultural and historical traditions on management.