A Class with Drucker - Headway | Work on yourself

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Grant, Ulysses S., 166 growth, 229 gun industry, 51 gut instinct, 197 Haegg, Gunder, 28 Hannibal, 203, 205 Hannover Air Show, 97 Hart, B. H. Liddell, 208 Haughton, Daniel, 108 Henderson, Bruce, 203 Herman Miller, Inc., 222 Herzberg, Frederick, 223, 227–229 Hesselbein, Frances, 175 Hewlett-Packard, 119–120 hierarchy of needs, 226–227 Hippocratic oath, 120 Hitler, Adolf, 242 Hodgson, Peter, 68 honor, 113–117 Howe, Elias, 67 human resources managers, 88 hygiene factors, 228, 229 IBM, 47, 51, 52, 101, 163, 202 ICS, Inc., 202 ignorance, problem solving <strong>with</strong>, 58–59 implementation, 125 incompetence, level of, 161 indirect routes, 211 individual motivation, 218–220 industrial revolution, 99 information-gathering techniques, 117–118 initiative, seizing, 210 instinct, 197 integrity, 187 interaction <strong>with</strong> followers, 152–154 internal job-related activities, 156 internal social activities, 155 internal societal-benefit activities, 156–158 Internet, 55, 93 interviews, 93, 94 Israel, Ancient, 23–24 Israel Aircraft Industries, 97 Ito, Masatoshi, x Iverson, Ken, 136–137 Jackson, Ira, 247 Jacobs, Owen, 75, 76 Japan, 109–111, 117 Japanese management, 83 INDEX ■ 255 Jews, 34, 112, 242 job campaign plan, 95 job-finding-preparation folder, 91–92, 95 job requirements, 165–169 Jobs, Steve, 40, 101 job satisfaction, 228 job security, 226 Johnson, Spencer, 241 Johnson & Johnson, 25–26 joint accountability, 142–143 Jomini, Antoine-Henri, 208 Jones, Harry K., 154 Julius Caesar, 153 Kaiser, Henry, 60–61, 65, 66 Kanter, Rosabeth Moss, 14 K + E (company), 50 Kennedy, John F., 51 Kentucky Fried Chicken (KFC), 237 Klitgaard, Bob, on conversations that matter, xi knock-out factors, 94 knowing your subordinates, 147–159 knowledge, 26, 187, 227 knowledge workers, 162, 215 Kotchian, Carl, 108 labor, accountability of, 138–142 Laine, Erick, 140–141 laws, 51, 112, 240 leadership, 138, 186–188, 215, 218, see also knowing your subordinates left-brain methodology, 63–66 legislation, 130 Leland, Henry M., 106 level of incompetence, 161 Liberty Ships, 59–61 lies, 116, 117 lifetime employment, 83 Lincoln, Abraham, 165, 166 listening, 225, 238 Lockheed Aircraft, 108–109 Macy, Rowland Hussey, 164 Macy’s (department chain), 164 Madonna, 126–127 management, 215, 218, 236–237, 246 management by objectives (MBO), 145, 183 management by walking around (MBWA), 153–154 management consulting, 31 Management Control Panel, 189–200
256 ■ INDEX manufacturing costs, 139 Marine Corps Association, 219 marketing, 96–107 market positioning strategy, 103–104 market research, 100, 102–103 Marshall, George C., 154–155 Mary Kay Cosmetics, 40, 223–224 Maslow, Abraham, 226–227 mass agreement, impact of, 23–24 mass marketing, 106 mass production, 99, 106–107 matrix analysis, 203–204 MBO, see management by objectives MBWA, see management by walking around McCarthy, Jerry, 104 McDonnell Douglas Aircraft Company, 26, 27 McDonnell Douglas Astronautics Company, 30, 45, 87, 101–102, 134, 142, 192 McKinsey Consulting Company, 203, 244 McMahon, Vince, 105 media, 130 mental imagery, 41–42 mental rehearsal, 41 merit, 177, 181 metrics, 132 microeconomics, 244 Microsoft Corporation, 40 middle management, 153 military service, 82–83 Miller, Giff, 70 Milo of Croton, 37 modeling success, 47 Model T, 50, 107 Monash, John, 233–234 Montgomery, Bernard, 233 moral values, 116 motivation, 215–230 Motorola, Inc., 153, 225 multiple candidates, 169–171 Naisbitt, John, 221 names, learning, 148–152 NASA, 48, 211 needs, hierarchy of, 226–227 negotiations, 116–117 Nelson, Bob, 224 newspapers, 55 niches/niching, 104–106, 202 Nixon, Richard, 108 Nucor Corporation, 136–137 objectives, 127, 210, 211 observation, 13 Olds, Ransom E., 106 Oldsmobile, 106 100 percent agreement, 23–24 open minds, 63 operational strategy, 213 organizational hierarchies, 161–162 organizational psychologists, 89 O’Toole, James, on <strong>Drucker</strong> in academia, 16 overspecialization, 233 pain sharing, 137 Paredo, Vilfredo, 208–209 Parsons, Leonard, 133 participatory workplace, 218 PAT (process action team), 156 Patton, George S., 42, 176 pay ratios, 135–136 PCs, see personal computers Peale, Norman Vincent, 41–42 performance, training and, 180 Pershing, John, 167 personal computers (PCs), 51, 52, 101 personal contacts, 102–103 personal readiness for job, 72 personal selling, 104 persuasive selling, 99 Peter, Laurence J., 160–162 The Peter Principle, 160–165 Peters, Tom, ix, 14, 152–153 physiological needs, 227 Pickett, 50 place, 104 Plan B, 127–129, 211 politics, 51 portfolio management, 203 positioning, 103–104, 210–211 positive mental imagery, 41–42 Powell, Colin, on making mistakes, 83, 183 preparation, 234, 239–240 pretexting, 119–120 price, 104 printing press, 99 problem definition, 64–65 problem solving, 57–68 process action team (PAT), 156 product, 104, 193 productivity, 139, 157
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A C L A S S W I T H D R U C K E R
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A Class wi
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C O N T E N T S Acknowledgments and
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A C K N O W L E D G M E N T S A N D
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F O R E W O R D Bill Cohen was the
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core competencies, and we also chal
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I N T R O D U C T I O N Peter <stro
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C H A P T E R O N E How I Became th
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HOW I BECAME THE STUDENT ■ 3 retu
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HOW I BECAME THE STUDENT ■ 5 doct
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HOW I BECAME THE STUDENT ■ 7 “I
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HOW I BECAME THE STUDENT ■ 9 Duri
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C H A P T E R T W O Drucker
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DRUCKER IN THE CLASSROOM ■ 13 Mos
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DRUCKER IN THE CLASSROOM ■ 15 <st
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DRUCKER IN THE CLASSROOM ■ 17 ant
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C H A P T E R T H R E E What Everyb
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WHAT EVERYBODY KNOWS IS FREQUENTLY
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SELF-CONFIDENCE MUST BE BUILT STEP-
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IF YOU KEEP DOING WHAT WORKED IN TH
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C H A P T E R S I X Approach Proble
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APPROACH PROBLEMS WITH YOUR IGNORAN
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C H A P T E R S E V E N Develop Exp
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DEVELOP EXPERTISE OUTSIDE YOUR FIEL
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OUTSTANDING PERFORMANCE IS INCONSIS
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THE OBJECTIVE OF MARKETING ■ 97 A
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THE OBJECTIVE OF MARKETING ■ 99 T
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THE OBJECTIVE OF MARKETING ■ 101
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The assembly line, especially the m
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ETHICS, HONOR, INTEGRITY, AND THE L
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C H A P T E R E L E V E N You Can
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YOU CAN’T PREDICT THE FUTURE ■
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experience, and know-how, financial
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C H A P T E R T W E L V E We’re A
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WE’RE ALL ACCOUNTABLE ■ 135 “
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WE’RE ALL ACCOUNTABLE ■ 137 wor
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WE’RE ALL ACCOUNTABLE ■ 139 The
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WE’RE ALL ACCOUNTABLE ■ 141 hap
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WE’RE ALL ACCOUNTABLE ■ 143 <st
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WE’RE ALL ACCOUNTABLE ■ 145 <st
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C H A P T E R T H I R T E E N You M
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YOU MUST KNOW YOUR PEOPLE TO LEAD T
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PEOPLE HAVE NO LIMITS, EVEN AFTER F
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C H A P T E R F I F T E E N A Model
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A MODEL ORGANIZATION ■ 175 In cla
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A MODEL ORGANIZATION ■ 177 marsha
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A MODEL ORGANIZATION ■ 179 Squadr
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A MODEL ORGANIZATION ■ 181 Promot
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A MODEL ORGANIZATION ■ 183 and th
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A MODEL ORGANIZATION ■ 185 Howeve
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A MODEL ORGANIZATION ■ 187 The St
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I t C H A P T E R S I X T E E N The
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THE MANAGEMENT CONTROL PANEL ■ 19
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C H A P T E R S E V E N T E E N Bas
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BASE YOUR STRATEGY ON THE SITUATION
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