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 social sciences and Management from 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. continued professional activity until 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 last years 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distillation and synthesis of Peter F. Drucker's work on management and society, with an emphasis on his published and unpublished work since the 1973 first edition of Management: Challenges, Responsibilities, Practices (MZOP)” until his death on November 11, 2005.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 will be encountered world economy and all humanity 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.

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 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-language 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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Jewish surname. Drucker, Peter Ferdinand (Peter Ferdinand Drucker; 1909 2005) American economist, publicist, educator of Austrian origin. Viktorov, Boris Mikhailovich (real name Drucker; 1947 2004) Russian poet ... Wikipedia

- (Drucker), Peter Ferdinand (b. November 19, 1909) – American. bourgeois sociologist and economist, supporter of management theory (managerism). Since 1950 – prof. NY. un ta. In his works, D. sets out the theory, according to the structure of modern times. capitalist society,… … Philosophical Encyclopedia

Sofya Yuryevna (b. 25 XII 1906 (7 I 1907), village Kopys, Vitebsk region) owls. singer (dramatic soprano). Hap. art. BSSR (1955). In 1930 32 she studied at the opera and ballet studio and in 1933 36 in Belarus. conservatory. Since 1933 Belarusian soloist. t pa opera and... ... Music Encyclopedia

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“... the results of the activities of any organization
lie outside the boundaries of this organization"

Peter Drucker

Management theorist (in American publications he is often called the “inventor of management”).

In 1937, the scientist fled from the Nazis to the USA, where he worked for the rest of his life.

In 1954, in his book: The Practice of Management, he formulated the principle: "There is only one reasonable definition The goal of entrepreneurship is to create a Client.”

Atlantic Monthly editor and NPR commentator Jack Beatty wrote about "The Practice of Management" in his book The World According to Peter Drucker: "On or about November 6, 1954 Peter Drucker invented management. There could not have been a better time for this: the management boom of the 1950s and 1960s was rapidly accelerating, but at the same time there was not a single book to announce it, not a single book to explain management theory to managers, not a single book to rank management among the major social innovations of the twentieth century. Drucker filled this gap."

Since 1958 Peter Drucker began to regularly conduct seminars on the topic of innovation.

Jeffrey Krames, Think Like Drucker, Minsk, Potpourri, 2009, p. 12-13.

Peter Drucker I started writing several times, but never wrote the book: “Managing Ignorance” - about typical errors managers.

In his later years, he deliberately refused to work at prestigious business schools and taught at an obscure university while pursuing his management research and writing. Peter Drucker He did not have a secretary and answered all letters and requests himself.

Classics of management. Peter Drucker

Information for publication kindly provided publishing house Peter

Drucker, Peter (1909 - 2005), Peter Ferdinand Drucker

1. Introduction
2. Biographical information
3. Main contribution
4. Evaluation
5. Conclusions

Brief biographical information

Main works

The End of Economic Man (1936)
The Future of Industrial Man (1942)
The Concept of the Corporation (1946)
The Practice of Management (1954)
Managing for Results (1964)
The Effective Executive (1967)
People and Performance (1973)
Management: Tasks, Responsbilities, Practices (1974)
The Unseen Revolution (1976)
Adventures of a Bystander (1979)
Towards the Next Economics (1981)
(1985)
The Frontiers of Management (1987)

Summary

Peter Drucker is one of the most famous management scholars and the author of many books on management issues. His scientific works touch on a wide range of economic and political problems, but he became famous for his work on management issues. P. Drucker coined the expression (UOC) and it is not surprising that he is usually considered as a scientist who has been influential in shifting the focus from scientific management towards a more philosophical approach, in which the problem of management is reduced to the sequence of solving general problems and in which goals have more important than functions.

1. Introduction

Probably, P. Druckercan best be represented as a scientist who strongly emphasizes the importance of a humanistic approach to the problem of management. He believes that in modern society business enterprises play a decisive role and assigns a central role in ensuring the dynamics of development and performing management functions to company managers. The leader manages the organization in order to achieve economic efficiency and, therefore, strives to increase public goods. Visionary thinkerP. Druckeris also an excellent writer and speaker, owing much of his success with the public to the excellent literary style of his writings and his ability to influence the imagination of his audience. He was often criticized for promoting an overly generalized view of management problems and, in particular, the concept of the “agile manager”, but he general approach to the problem of management has won universal recognition.

2. Biographical information

Peter Ferdinand Drucker born in 1909 in Vienna. His father, Adolf Drucker, was a leading Viennese lawyer and a famous Austrian liberal, one of the founders of the Salzburg Music Festival. The Drucker family immigrated to the United States in 1938 after the forced annexation of Austria into Nazi Germany (the so-called Anschluss). In his autobiography, released in 1979, entitledAdventures ofBystander(“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. In the 1930s P. Drucker worked in Europe as a journalist and economics specialist before finally settling in the United States in 1937. In 1942, he joined Bennington College in Vermont, from where ten years later he moved to New York University, where he became a professor of management. Since then, his main activities have been teaching, writing books and consulting for some of the leading American companies.

P. Drucker is a very prolific author, and it is through his writings that one can trace how his ideas developed and changed over time. In 1936, when he was not yet 30 years old,P. Druckerpublished his first bookThe End of Economic Man (“The End of Economic Man” ), dedicated to the study of the economic origins of fascism. Written in clear and easy language, it remains one of the most successful attempts to explain the success of fascism and the reasons for its spread in Europe. In his second book,The Future of Industrial Man (“The Future of Industrial Man” ) (1942), published at the height of World War II, attempted to look into the post-war future and describe the nature of the new world. It should be noted that by that time P. Drucker had already moved away from the study of politics and society and began more specific studies of organizations. In his third bookTheConcept of Corporation (“Corporation Concept” ) (1946) he identifies the types of organizations that he believes will dominate the society, politics and economy of the future.
In this regard, the scientist had a need to understand how corporations operate and what determines the success or failure of their activities. According to P. Drucker, the main driving force of a corporation is its leader, so he focuses on the study of nature management activities. Over the next twenty years he wrote five books - starting withThe Practice ofManagement (“Management Practice” ) (1954) and endingManagement: Tasks, Responsabilities, Practices (“Management: tasks, responsibilities, methods of implementation” ) (1974), each of which to this day ranks among the most significant works on this topic. It is in the last of these five books that P. Drucker’s philosophical view of the corporation and its leader is most fully summarized, the features of managerial work and its goals are determined, and issues of the corporation’s influence on society are also considered.
However, during this period there was again an expansion of P. Drucker’s scientific interests. In his three most important works written in the 1980s. -Towards the Next Economics (“Towards the future economy” ) (1981), Innovation and Entrepreneurship (“Innovation and Entrepreneurship” ) (1985) The Frontiersof Management (“Boundaries of Management” ) (1987) - continued consideration of the problem of defininggoals and roles of the leader , but now this is done from a broader perspective, taking into account social, political, macroeconomic and especially technological changes. At their most latest books P. Drucker argues that managers must learn to understand not only their own role, but also how it should be modified to improve the effectiveness of management activities.

3. Main contribution

Before World War II, American management theory was dominated by the and G. Ford, who considered management as an exact science. P. Drucker, brought up in the traditions of liberal humanism, viewed management as a kind of new philosophy. Instead of analyzing each problem in detail, he examined the underlying problems. general principles management. Shifting the focus from productivity to the end result allowedP. Druckerdevelop a concept , according to which the manager’s task is to set goals and take actions aimed at their implementation.

Tasks

Key figure commercial enterprise is its leader, who plays the main role in combining various resources and creating a product. Although P. Drucker himself sometimes considers the leader as the “main human resource enterprises" (Drucker, 1973: 3), in his opinion, management is not so much a resource as a catalyst: “Supervisoris a dynamic, life-giving element of business. Without his leadership, “resources of production” will remain resources and will never become goods” (Drucker, 1954: 3). P. Drucker even foresees a time when workers will become unnecessary and will be replaced by automata. However, even in this case, the managers will still remain, as a result of which the entire staff will consist of managers; Thus, in the process of its development, humanity will transform from a labor society into a management society (Drucker, 1973).
In addition to solving problems of resource sharing and productionmanagermust perform general management and control functions. From point of viewP. Druckerthese functions are almost entirely proactive: “Economic forces set the limits to what a manager can do. They create favorable opportunities for his actions. But they do not in themselves define what a business enterprise is or what it does” (Drucker, 1973: 88). Then P. Drucker goes further, attributing to managers a leading role not only in managing the enterprise, but also in creating markets:
There is only one true definition of business purpose:creating a consumer . Markets are not created by God, nature, or economic forces, and people managing enterprises. Potential consumers may want a business to satisfy their needs... but this desire will remain unfulfilled until business people don't convert it to effective actions. Only then do consumers and a market emerge (Drucker, 1973: 89).

Consequently, managers are entrusted with solving the problems of uniting labor and material resources for the purpose of producing goods and creating a market for their sale. The sphere of management includes everything that contributes to the strengthening of the enterprise; managers must create added value, striving to ensure that the cost of the product is higher than the cost of the resources used for its production. Here P. Drucker departs from traditional methods of scientific management, which emphasize the need to use resources in the mostexpedientway. For him, what comes first is the creative way in which managers make the most of resources.effectiveway in order to achieve the company's goals.
This combination of catalysis and proactive management leads P. Drucker to the idea of ​​identifying an enterprise with its managers. He does not go so far as to openly declare this, but persistently repeats the idea of ​​​​the primary role of managers: “An enterprise can decide something and produce something only to the extent that its managers participate in these processes - by itself the enterprise cannot operate effectively” (Drucker, 1954: 7).

Responsibility

From point of view P. Druckerall institutions exist to achieve certain goals; for business enterprises, this goal is economic efficiency (Drucker, 1974). The head of the enterprise is responsible for: (1) ensuring economic efficiency; (2) productivity of activity, so that the most efficiency is achieved in a simple way; (3) managing the social impacts that the enterprise as an organization has on the external environment.
Although this contains an indication of the importance of the role of the leader, P. Drucker only briefly dwells on the task of management in exercising leadership. Instead, he prefers to use the concept of “responsibility”; Managers are “responsible” for the contribution that they and their subordinate employees make to the work of the enterprise. At its core, management is about function, not power, and P. Drucker urges managers to abandon the idea that they are at the top and workers are below them. Rather, he views managers as the core of the organization around which all other elements revolve - labor, resources, markets, the external environment.
An important factor in all workP. Druckeris the need for managers to consider the social impacts that they and their organizations have on the external environment.Managersshould not be only technocrats; they are obliged to understand the social significance of their activities (Drucker, 1974). The larger and more powerful an enterprise becomes, the greater will be its social impact and the greater the need for accounting social factor: "Requirement social responsibility is, to a large extent, the price for success" (Drucker, 1973: 289). As J. Tarrant noted:
P. Drucker never loses sight of the public good, which is located within the organization in the general case and within the corporation in the particular. Corporations must be governed not only according to a set of pragmatic rules, but also within the framework of philosophical concepts that define the role of the organization in an industrial society (Tarrant, 1976: 84).

According to the philosophy of P. Drucker, the ultimate goal of an enterprise is the creation of public goods. Organization serves to transform human effort into concrete output and “personal effort creates social benefits” (Drucker, 1974: 810). This belief forms the essence of his management philosophy.

Practical actions

Based on your management philosophyP. Drucker(1973) identifies practical actions that managers can take to make their work more effective. He lists the following main characteristics of management:
· as a tool to achieve a goal;
· as an independent scientific discipline;
· as a collection of people working individually and together;
· as a public body for solving vital problems;
· as a holistic, synthesized function in a complex and changing world.
P. Drucker insists that managers must be fully involved in their work and often speaks of the “emotional excitement” that must accompany the management process. However, involvement itself does not imply a lack of discipline and rigor. In the bookThe Effective Executive(“The Effective Leader”) (1967) P. Drucker argues that effectiveness is determined by a set of practical actions that can be learned. His definition of effectiveness is based on five basic principles:
1. effective leaders know how their working time is spent;
2. they are focused not on the labor process, but on its results;
3. they build their work based on strengths, not weaknesses;
4. They focus their efforts on those areas where excellent performance will produce outstanding results;
5. They make effective decisions by doing right steps in the correct sequence.
Based on the statement that the main task of a manager is to create a market,P. Druckernotes that twomain management functions are the introduction of innovation and implementation marketing activities. He pays relatively little attention to marketing, but the need to understand and implement innovation is addressed in almost all of his recent books. The scientist persistently criticizes companies that believe that “innovation arises from inspiration, and success in entrepreneurship depends on luck” (Drucker, 1985 ix) and argues that innovation is a science that can be mastered. He is convinced that innovation is primarily a management function and emphasizes that managers must rely on technology rather than anything else: one of his most famous expressions, “a computer is an idiot,” implies the need to use technology as a tool for introducing innovation, and not as a means of replacing it.

4. Evaluation

U P. Druckerthere is no shortage of critics, and the paradigm he created has more than once become a target for their arrows. For example, J. Tarrant notes an overemphasis on the importance of economic efficiency and compliance with the “bottom line,” which may be considered unfair given P. Drucker’s constant calls for social responsibility (Tarrant, 1976). At the same time, his latest idea, apparently, was never united with the rest of the topics of the scientist’s work. Chapters on the need for social responsibility are often difficult to understand, let alone the rest of the books in which they appear. For readers who grew up on the same ideas as P. Drucker, the idea of ​​the need for social responsibility seems quite understandable; at the same time, it seems far from so obvious to the post-war generation of US managers.
One of the by-products of the theoryP. Druckerwas the creation of the concept of a “manager capable of moving.” By defining management as a set of basic functions, he perhaps unwittingly contributed to the belief that any trained manager can manage any enterprise, regardless of its nature or purpose. P. Drucker himself never thought so and, on the contrary, argued that a manager should always thoroughly know the business in which he is engaged (Tarrant, 1976), but the idea that management skills are universal and can be applied with equal success in different areas has taken firm roots.
However, along with these objections, the fact remains indisputable that in the post-war period P. Drucker perhaps made the greatest contribution to defining the nature of management. It is generally believed that before World War II, managers simply did not know that they were managers; P. Drucker showed them who they really are. His management philosophy has penetrated all levels of management thinking - from the highest academic circles of business academies to the leaders of small companies. The concept of management by objectives is still widely used, even though it is sometimes used under other names.

5. Conclusions

Condensed main ideasP. Druckerpresented 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; there are yesterday's and tomorrow's expenses (Tarrant, 1976: 255-60)

Name: Management

Type: book

Publishing house: ID Williams LLC

The year of publishing: 2010

Pages: 704

Format: PDF

file size: 38.9 MV

Archive size: 39.1 MV

Description:This now classic management book has been developed and tested for over thirty years. This is the result of the author's teaching of management science at universities and in specialized programs and seminars for managers, as well as the result of his close and fruitful collaboration with practicing managers: over the years of his activity he has been a consultant to a number of business companies, government organizations, hospitals and schools . Drucker describes tools and techniques in his book effective management, proven to be effective, and does so in clear and accessible language.

In this book, the author tried to describe everything that we have learned about management at the moment, but its goal is much broader. It also presents those areas that we did not have time to explore, but which are vital for us. The book also aims to develop approaches to solving problems for which we have not yet found the answers; it explores the policies, principles and practices that will help managers solve specific management problems. This book is an attempt to arm modern manager understanding, way of thinking, knowledge and skills needed to work in the organization of today and tomorrow.

This book focuses on the manager as an individual; on how people act and what they achieve. But it constantly tries to connect tasks with the people who perform them.

Tasks are objective and impersonal in nature. Tasks are performed by managers, i.e. They are the ones who set goals and work to achieve them. Management as a job requires the presence and use of specific skills, tools and methods. Many of them are discussed in this book, and some of them in some detail.

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”.

===================================================== =======

Peter Drucker's legacy

Introduction to the revised edition of the book Management

Chapter 1. Introduction: the concept of management and managers

Chapter 2. Management How social function and liberal art

Chapter 3. Management Criteria

Part I. New realities of management

Chapter 4: Knowledge is everything

Chapter 5. Demographic changes

Chapter 6. The Future of the Corporation

Chapter 7. New management paradigm

Part II. Business efficiency

Chapter 8. Business Theory

Chapter 9. Purpose and objectives of the business

Chapter 10. The future begins today

Chapter 11. Strategic planning: entrepreneurial skill

Part III. Efficiency of the service institute

Chapter 12. Management of service institutions in society organizations

Chapter 13: What Business Can Learn from Successful Nonprofits

Chapter 14. School responsibility

Chapter 15: New Insights into Redesigning Government

Chapter 16. Entrepreneurship in public service institutions

Part IV. Productive work and achievement-oriented worker

Chapter 17. How to make work productive and orient the employee towards achievements

Chapter 18. Management of work and manual workers

Chapter 19. Managing Work and the Knowledge Worker

Part V. Social Impact and Social Responsibility

Chapter 20. Social Impact and Social Issues

Chapter 21. The New Pluralism: How to Balance the Special Purpose of an Institution with the Common Good

Part VI. Labor and work assignments of a manager

Chapter 22 Why managers?

Chapter 23. Structure and content of management work assignments

Chapter 24. Development of management and managers

Chapter 25. Target management and self-control

Chapter 26: From Middle Management to Information-Driven Organizations

Chapter 27. The Spirit of Achievement

Part VII. Management skills

Chapter 28. Elements of Effective Decision Making

Chapter 29. How to make personnel decisions

Chapter 30. Management communications

Chapter 31. Control mechanisms, control and management

Chapter 32. Manager and budget

Chapter 33. Information Tools and Concepts

Part VIII. Innovation and Entrepreneurship

Chapter 34. Entrepreneurial business

Chapter 35. New venture

Chapter 36. Entrepreneurial Strategies

Chapter 37: Systematic Innovation through Windows of Opportunity

Part IX. Management organization

Chapter 38: Strategies and Structures

Chapter 39. Job and Task Based Design

Chapter 40. Three types of commands

Chapter 41

Chapter 42. Alliances

Chapter 43. The CEO of the New Millennium

Chapter 44. Influence pension funds on corporate governance

Part X. New requirements for people

Chapter 45. Self-Management

Chapter 46. Boss Control

Chapter 47. Rebuilding yourself: seven cases from personal experience

Chapter 48. An educated man

Major works of Peter Drucker

Major works of Peter Drucker in Russian

Conclusion. Manager of tomorrow

Bibliography

Subject index

Archive size 39.1 MV