A Class with Drucker - Headway | Work on yourself

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C O N T E N T S Acknowledgments and Dedication. . . . . . . . . . . . . . . . . . . . . . . . . . vii What Peter <strong>Drucker</strong> Wrote About Bill Cohen . . . . . . . . . . . . . . . . viii Foreword by Ira Jackson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii 1 How I Became the Student of the Father of Modern Management . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 <strong>Drucker</strong> in the <strong>Class</strong>room. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 3 What Everybody Knows Is Frequently Wrong. . . . . . . . . . . . . . 19 4 Self-Confidence Must Be Built Step-by-Step. . . . . . . . . . . . . . . . 30 5 If You Keep Doing What <strong>Work</strong>ed in the Past You’re Going to Fail. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 6 Approach Problems <strong>with</strong> Your Ignorance— Not Your Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
7 Develop Expertise Outside Your Field to Be an Effective Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 8 Outstanding Performance Is Inconsistent <strong>with</strong> Fear of Failure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 9 The Objective of Marketing Is to Make Selling Unnecessary. . . . . . . . . . . . . . . . . . . . . . . . . . . 96 10 Ethics, Honor, Integrity and the Law . . . . . . . . . . . . . . . . . . . 108 11 You Can’t Predict the Future, But You Can Create It . . . . . . . 121 12 We’re All Accountable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133 13 You Must Know Your People to Lead Them . . . . . . . . . . . . . . 147 14 People Have No Limits, Even After Failure . . . . . . . . . . . . . . 160 15 A Model Organization That <strong>Drucker</strong> Greatly Admired . . . . . 173 16 The Management Control Panel . . . . . . . . . . . . . . . . . . . . . . . 189 17 Base Your Strategy on the Situation, Not on a Formula . . . . . 201 18 How to Motivate the Knowledge <strong>Work</strong>er . . . . . . . . . . . . . . . . 215 19 <strong>Drucker</strong>’s Principles of Self-Development . . . . . . . . . . . . . . . 231 Afterword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 246 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249 Books by and About Peter <strong>Drucker</strong> . . . . . . . . . . . . . . . . . . . . . . . 252 Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
Page 2 and 3: A C L A S S W I T H D R U C K E R
Page 4 and 5: A Class wi
Page 8 and 9: A C K N O W L E D G M E N T S A N D
Page 10 and 11: F O R E W O R D Bill Cohen was the
Page 12 and 13: core competencies, and we also chal
Page 14 and 15: I N T R O D U C T I O N Peter <stro
Page 16 and 17: C H A P T E R O N E How I Became th
Page 18 and 19: HOW I BECAME THE STUDENT ■ 3 retu
Page 20 and 21: HOW I BECAME THE STUDENT ■ 5 doct
Page 22 and 23: HOW I BECAME THE STUDENT ■ 7 “I
Page 24 and 25: HOW I BECAME THE STUDENT ■ 9 Duri
Page 26 and 27: C H A P T E R T W O Drucker
Page 28 and 29: DRUCKER IN THE CLASSROOM ■ 13 Mos
Page 30 and 31: DRUCKER IN THE CLASSROOM ■ 15 <st
Page 32 and 33: DRUCKER IN THE CLASSROOM ■ 17 ant
Page 34 and 35: C H A P T E R T H R E E What Everyb
Page 36 and 37: WHAT EVERYBODY KNOWS IS FREQUENTLY
Page 46 and 47: SELF-CONFIDENCE MUST BE BUILT STEP-
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SELF-CONFIDENCE MUST BE BUILT STEP-
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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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C H A P T E R E I G H T E E N How t
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HOW TO MOTIVATE THE KNOWLEDGE WORKE
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What Do You Think Motivates <strong
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everyone gets them for the good of
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C H A P T E R N I N E T E E N <stro
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DRUCKER’S PRINCIPLES OF SELF-DEVE
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As I mentioned in an earlier chapte
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AFTERWORD ■ 247 articulate truths
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N O T E S CHAPTER 2 1. Simon London
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NOTES ■ 251 4. David A. Kaplan,
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Aburdene, Patricia, 221 accountabil
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Grant, Ulysses S., 166 growth, 229
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professional journals, 158 professi
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