Management

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290 THE MANAGER’S WORK AND JOBS political, economic, financial, or people problems—is compatible with his mission and goals or leads away from them determines whether he is an effective leader. And whether he holds fast to a few basic standards (exemplifying them in his own conduct) or “standards” for him are what he can get away with determines whether the leader has followers or only hypocritical time-servers. The second requirement is that the effective leader sees leadership as responsibility rather than as rank and privilege. Effective leaders are rarely “permissive.” But when things go wrong—and they always do—they do not blame others. If Winston Churchill is an example of leadership through clearly defining mission and goals, General George C. Marshall is an example of leadership through responsibility. Harry Truman’s folksy “The buck stops here” is still as good a definition as any. But precisely because an effective leader knows that she, and no one else, is ultimately responsible, she is not afraid of strength in associates and subordinates. Misleaders are; they always go in for purges. But an effective leader wants strong associates; she encourages them, pushes them, indeed glories in them. Because she holds herself ultimately responsible for the mistakes of her associates and subordinates, she also sees the triumphs of her associates and subordinates as her triumphs, rather than as threats. A leader may be personally vain—as General MacArthur was to an almost pathological degree. Or he may be personally humble—both Lincoln and Truman were so almost to the point of having inferiority complexes. But all three wanted able, independent, self-assured people around them; they encouraged their associates and subordinates, praising and promoting them. So did a very different person: Ike Eisenhower, when supreme commander in Europe. An effective leader knows, of course, that there is a risk in this: able people tend to be ambitious. But he realizes that it is a much smaller risk than being served by mediocrity would be. He also knows that the gravest indictment of a leader is for the organization to collapse as soon as he leaves or dies, as happened in Russia the moment Stalin died and as happens all too often in companies. An effective leader knows that the ultimate task of leadership is to create human energies and human vision. EARNING TRUST IS A MUST The final requirement of effective leadership is to earn trust. Otherwise there won’t be any followers—and the only definition of a leader is someone who has followers. To trust a leader, it is not necessary to like him. Nor is it necessary to agree with him. Trust is the conviction that the leader means what he says. It is a belief in integrity. A leader’s actions and a leader’s professed beliefs must be congruent, or at least compatible. Effective leadership—and again this is very old wisdom—is not based on being clever; it is based primarily on being consistent.
The Spirit of Perfor mance 291 After I had said these things on the telephone to the bank’s human-resources VP, there was a long silence. Finally she said, “But that’s no different at all from what we have known for years are the requirements for being an effective manager.” Precisely! SUMMARY The purpose of organization is to enable ordinary human beings to do extraordinary things. The test of an organization’s leadership is, therefore, the spirit of performance. This requires specific practices rather than preachment or charisma. It requires, above all, the realization that integrity is the one absolute requirement of managers and leaders.
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Management Revised Edition Peter F.
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iv Contents 13 What Successful and
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Peter F. Drucker was asked in early
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viii Introduction to the Revised Ed
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x Introduction to the Revised Editi
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xii Introduction to the Revised Edi
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xiv Introduction to the Revised Edi
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xvi Introduction to the Revised Edi
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xviii Introduction to the Revised E
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xx Introduction to the Revised Edit
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xxii Introduction to the Revised Ed
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xxiv Preface rapidly, the life expe
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xxvi Preface This is true for all k
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1 Introduction: Management and Mana
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Introduction: Management and Manage
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Management as a Social Function and
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The Dimensions of Management 27 man
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The Dimensions of Management 29 not
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The Dimensions of Management 31 and
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The Dimensions of Management 33 SUM
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4 Knowledge Is All The new reality
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Knowledge Is All 39 become the key
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Knowledge Is All 41 developed and e
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Knowledge Is All 43 in which the ma
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5 New Demographics By 2030, people
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New Demographics 47 immigrants into
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New Demographics 49 part-time, or a
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6 The Future of the Corporation and
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The Future of the Corporation and t
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7 Management’s New Paradigm INTRO
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Management’s New Paradigm 67 Not
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Management’s New Paradigm 69 A Ca
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Management’s New Paradigm 71 only
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Management’s New Paradigm 73 ners
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Management’s New Paradigm 75 uniq
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Management’s New Paradigm 77 Body
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Management’s New Paradigm 79 own
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Management’s New Paradigm 81 Mana
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Part II Business Performance We do
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86 BUSINESS PERFORMANCE the latter
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88 BUSINESS PERFORMANCE each other:
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90 BUSINESS PERFORMANCE The assumpt
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92 BUSINESS PERFORMANCE accepted po
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94 BUSINESS PERFORMANCE cars were l
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96 BUSINESS PERFORMANCE sion. These
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98 BUSINESS PERFORMANCE In fact, th
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100 BUSINESS PERFORMANCE invented a
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102 BUSINESS PERFORMANCE It is also
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104 BUSINESS PERFORMANCE of technol
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106 BUSINESS PERFORMANCE a rubber y
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108 BUSINESS PERFORMANCE Finally, t
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110 BUSINESS PERFORMANCE rare monop
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112 BUSINESS PERFORMANCE resources
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114 BUSINESS PERFORMANCE • Imposi
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116 BUSINESS PERFORMANCE Inside the
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118 BUSINESS PERFORMANCE people who
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120 BUSINESS PERFORMANCE which an i
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11 Strategic Planning: The Entrepre
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124 BUSINESS PERFORMANCE Strategic
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126 BUSINESS PERFORMANCE to be done
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128 BUSINESS PERFORMANCE In strateg
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12 Managing Service Institutions in
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Managing Service Institutions in th
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What Successful and Performing Nonp
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The Accountable School 153 the post
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The Accountable School 155 society
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The Accountable School 157 knowledg
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The Accountable School 159 age-old
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Rethinking “Reinventing Governmen
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16 Entrepreneurship in the Public-S
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Entrepreneurship in the Public-Serv
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17 Making Work Productive and the W
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Making Work Productive and the Work
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18 Managing the Work and Worker in
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Managing the Work and Worker in Man
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Managing the Work and Worker in Man
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19 Managing the Work and Worker in
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Managing the Work and Worker in Kno
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20 Social Impacts and Social Respon
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Social Impacts and Social Responsib
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21 The New Pluralism: How to Balanc
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The New Pluralism 227 By the middle
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The New Pluralism 229 the stakehold
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The New Pluralism 231 yond the bord
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22 Why Managers? Managers are the b
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Why Managers? 237 giant of the Ford
Page 269 and 270: 23 Design and Content of Managerial
Page 271 and 272: Design and Content of Managerial Jo
Page 281 and 282: Developing Management and Managers
Page 289 and 290: Management by Objectives and Self-
Page 299 and 300: 26 From Middle Management to Inform
Page 301 and 302: From Middle Management to Informati
Page 311 and 312: The Spirit of Perfor mance 281 2. T
Page 313 and 314: The Spirit of Perfor mance 283 emer
Page 315 and 316: The Spirit of Perfor mance 285 unit
Page 317 and 318: The Spirit of Perfor mance 287 want
Page 319: The Spirit of Perfor mance 289 In t
Page 325 and 326: 28 The Elements of Effective Decisi
Page 327 and 328: The Elements of Effective Decision
Page 339 and 340: How to Make People Decisions 309 It
Page 341 and 342: How to Make People Decisions 311 th
Page 343 and 344: How to Make People Decisions 313 gr
Page 345 and 346: How to Make People Decisions 315 wa
Page 347 and 348: 30 Managerial Communications We hav
Page 349 and 350: Managerial Communications 319 what
Page 351 and 352: 31 Controls, Control, and Managemen
Page 353 and 354: Controls, Control, and Management 3
Page 361 and 362: The Manager and the Bud get 331 mak
Page 363 and 364: The Manager and the Bud get 333 nee
Page 365 and 366: The Manager and the Bud get 335 men
Page 367 and 368: The Manager and the Bud get 337 whe
Page 369 and 370: The Manager and the Bud get 339 the
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33 Information Tools and Concepts M
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Information Tools and Concepts 343
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34 The Entrepreneurial Business “
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The Entrepreneurial Business 361 pr
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The Entrepreneurial Business 363 TH
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35 The New Venture For the existing
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The New Venture 367 wrong prescript
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The New Venture 369 newspapers and
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The New Venture 371 cannot grow. Ne
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The New Venture 373 able the CEO an
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The New Venture 375 States, this is
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The New Venture 377 the law. Freedo
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Entrepreneurial Strategies 379 entr
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Entrepreneurial Strategies 381 spit
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Entrepreneurial Strategies 383 All
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Entrepreneurial Strategies 385 and
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Entrepreneurial Strategies 387 lish
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Entrepreneurial Strategies 389 plat
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Entrepreneurial Strategies 391 tric
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Entrepreneurial Strategies 393 Crea
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Entrepreneurial Strategies 395 Unde
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Entrepreneurial Strategies 397 prod
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Systematic Innovation Using Windows
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Part IX Managerial Organization Org
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408 MANAGERIAL ORGANIZATION French
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410 MANAGERIAL ORGANIZATION 6. Fina
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412 MANAGERIAL ORGANIZATION the con
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414 MANAGERIAL ORGANIZATION many wa
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416 MANAGERIAL ORGANIZATION as the
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418 MANAGERIAL ORGANIZATION There s
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420 MANAGERIAL ORGANIZATION changed
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422 MANAGERIAL ORGANIZATION problem
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424 MANAGERIAL ORGANIZATION relatio
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426 MANAGERIAL ORGANIZATION of the
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428 MANAGERIAL ORGANIZATION effort.
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430 MANAGERIAL ORGANIZATION THREE W
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432 MANAGERIAL ORGANIZATION organiz
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434 MANAGERIAL ORGANIZATION technic
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436 MANAGERIAL ORGANIZATION Team De
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40 Three Kinds of Teams Team buildi
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440 MANAGERIAL ORGANIZATION the coa
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41 Result- and Relation-Focused Des
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444 MANAGERIAL ORGANIZATION usually
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446 MANAGERIAL ORGANIZATION unneces
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448 MANAGERIAL ORGANIZATION This id
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450 MANAGERIAL ORGANIZATION Because
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452 MANAGERIAL ORGANIZATION Systems
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454 MANAGERIAL ORGANIZATION underst
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42 Alliances Mergers, acquisitions,
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458 MANAGERIAL ORGANIZATION with sm
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460 MANAGERIAL ORGANIZATION Common
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462 MANAGERIAL ORGANIZATION medical
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43 The CEO in the New Millennium CE
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466 MANAGERIAL ORGANIZATION • To
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468 MANAGERIAL ORGANIZATION Decembe
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44 The Impact of Pension Funds on C
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472 MANAGERIAL ORGANIZATION MANAGEM
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474 MANAGERIAL ORGANIZATION being a
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476 MANAGERIAL ORGANIZATION What we
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478 MANAGERIAL ORGANIZATION need st
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45 Managing Oneself This chapter de
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Managing Oneself 483 of elementary
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Managing Oneself 485 two they thems
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Managing Oneself 487 A chief execut
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Managing Oneself 489 were dimmed. T
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Managing Oneself 491 2. WHERE DO I
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Managing Oneself 493 They should ma
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Managing Oneself 495 The second thi
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Managing Oneself 497 Once in an org
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Managing the Boss 499 Also—though
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Managing the Boss 501 And when they
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Managing the Boss 503 5. Keeping Bo
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47 Revitalizing Oneself—Seven Per
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Revitalizing Oneself—Seven Person
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The Educated Person 515 requiring i
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The Educated Person 517 Islam. It i
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The Educated Person 519 TO MAKE KNO
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Conclusion The Manager of Tomorrow
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The Manager of Tomorrow 523 of huma
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The Manager of Tomorrow 525 to the
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Author’s Note The revised edition
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Bibliography Management literature
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Bibliography 531 can Management Ass
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Bibliography 533 Follet, Mary Parke
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Bibliography 535 Christensen, Clayt
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538 Drucker Annotated Bibliography
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Index abandonment, xx, xxvi, 61, 16
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Index 553 Coase, Ronald, 51 Coca-Co
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Index 555 employment: lifetime, xxx
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Index 557 government institutions,
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Index 559 manual worker in, 201, 20
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Index 561 business service staffs a
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Index 563 three kinds of work in, 4
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Index 565 in society, 152-53, 156-5
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Index 567 systems organization as e
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About Peter F. Drucker Peter F. Dru
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Designed by Level C Credits
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About the Publisher Australia Harpe
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