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64 MANAGEMENT’S NEW REALITIES “disintegration.” Attracting and holding these diverse groups will become the central tasks of people management in the new corporation. The people in these groups do not have permanent relationships with the business. They may not have to be managed, but they have to be made productive. They will, therefore, have to be deployed where their specialized knowledge can make the greatest contribution. And they will have to be satisfied.
7 <strong>Management</strong>’s New Paradigm INTRODUCTION Basic assumptions about reality are the paradigms of a social science, such as management. They are usually subconsciously held by the scholars, the writers, the teachers, the practitioners in the field. Yet those assumptions largely determine what the discipline—scholars, writers, teachers, practitioners—assumes to be reality. The discipline’s basic assumptions about reality determine what it focuses on. They determine what a discipline considers “facts” and, indeed, what it considers the discipline itself to be all about. The assumptions also largely determine what is being disregarded in a discipline or is being pushed aside as an “annoying exception.” They decide in a given discipline both what is being paid attention to and what is neglected or ignored. Yet, despite their importance, the assumptions are rarely analyzed, rarely studied, rarely challenged—indeed rarely even made explicit. For a social discipline such as management the assumptions are actually a good deal more important than are the paradigms for a natural science. The paradigm—that is, the prevailing general theory—has no impact on the natural universe. Whether the paradigm states that the sun rotates around the earth or, on the contrary, that the earth rotates around the sun has no effect on sun and earth. A natural science deals with the behavior of objects. But a social discipline such as management deals with the behavior of people and human institutions. Practitioners will, therefore, tend to act and to behave as the discipline’s assumptions tell them to. Even more important, the reality of a natural science, the physical universe and its laws, do not change (or if they do, only over eons rather than over centuries, let alone over decades). The social universe has no natural laws of this kind. It is thus subject to continuous change. And this means that assumptions that were valid yesterday can, in no time at all, become invalid and, indeed, totally misleading. What matter most in a social discipline such as management are, therefore, the basic assumptions. And a change in the basic assumptions matters even more. Since
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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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Page 43 and 44: Introduction: Management and Manage
Page 49 and 50: Management as a Social Function and
Page 57 and 58: The Dimensions of Management 27 man
Page 59 and 60: The Dimensions of Management 29 not
Page 61 and 62: The Dimensions of Management 31 and
Page 63: The Dimensions of Management 33 SUM
Page 67 and 68: 4 Knowledge Is All The new reality
Page 69 and 70: Knowledge Is All 39 become the key
Page 71 and 72: Knowledge Is All 41 developed and e
Page 73 and 74: Knowledge Is All 43 in which the ma
Page 75 and 76: 5 New Demographics By 2030, people
Page 77 and 78: New Demographics 47 immigrants into
Page 79 and 80: New Demographics 49 part-time, or a
Page 81 and 82: 6 The Future of the Corporation and
Page 83 and 84: The Future of the Corporation and t
Page 93: The Future of the Corporation and t
Page 97 and 98: Management’s New Paradigm 67 Not
Page 99 and 100: Management’s New Paradigm 69 A Ca
Page 101 and 102: Management’s New Paradigm 71 only
Page 103 and 104: Management’s New Paradigm 73 ners
Page 105 and 106: Management’s New Paradigm 75 uniq
Page 107 and 108: Management’s New Paradigm 77 Body
Page 109 and 110: Management’s New Paradigm 79 own
Page 111 and 112: Management’s New Paradigm 81 Mana
Page 113: Part II Business Performance We do
Page 116 and 117: 86 BUSINESS PERFORMANCE the latter
Page 118 and 119: 88 BUSINESS PERFORMANCE each other:
Page 120 and 121: 90 BUSINESS PERFORMANCE The assumpt
Page 122 and 123: 92 BUSINESS PERFORMANCE accepted po
Page 124 and 125: 94 BUSINESS PERFORMANCE cars were l
Page 126 and 127: 96 BUSINESS PERFORMANCE sion. These
Page 128 and 129: 98 BUSINESS PERFORMANCE In fact, th
Page 130 and 131: 100 BUSINESS PERFORMANCE invented a
Page 132 and 133: 102 BUSINESS PERFORMANCE It is also
Page 134 and 135: 104 BUSINESS PERFORMANCE of technol
Page 136 and 137: 106 BUSINESS PERFORMANCE a rubber y
Page 138 and 139: 108 BUSINESS PERFORMANCE Finally, t
Page 140 and 141: 110 BUSINESS PERFORMANCE rare monop
Page 142 and 143: 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
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23 Design and Content of Managerial
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Design and Content of Managerial Jo
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Developing Management and Managers
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Management by Objectives and Self-
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26 From Middle Management to Inform
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From Middle Management to Informati
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The Spirit of Perfor mance 281 2. T
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The Spirit of Perfor mance 283 emer
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The Spirit of Perfor mance 285 unit
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The Spirit of Perfor mance 287 want
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The Spirit of Perfor mance 289 In t
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The Spirit of Perfor mance 291 Afte
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28 The Elements of Effective Decisi
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The Elements of Effective Decision
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How to Make People Decisions 309 It
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How to Make People Decisions 311 th
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How to Make People Decisions 313 gr
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How to Make People Decisions 315 wa
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30 Managerial Communications We hav
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Managerial Communications 319 what
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31 Controls, Control, and Managemen
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Controls, Control, and Management 3
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The Manager and the Bud get 331 mak
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The Manager and the Bud get 333 nee
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The Manager and the Bud get 335 men
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The Manager and the Bud get 337 whe
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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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