The late Peter Drucker was one of the most influential management thinkers. During his 60-year career, he wrote 39books and consulted with executives of major companies. However, his interests were nit restricted to managerial insights, but extended to Japanese art and European history. Yet, his focus was on making workers more productive. He popularized Management by Objectives in his classic book The Practice of Management in which he emphasized th3e importance of having a clear purpose and the setting of verifiable objectives. This means that objectives are verifiable if at the end of the period one can see whether the objective or not. Drucker consulted with CEOs of major companies such as Jack Welch, the former CEO of General Electric (G.E.) who is considered by many as the most effective executive manager of a large complex organization. Drucker's questioning may have led to Welch's axiom which suggested that if one of GE's business unites is not NO 1 or No 2 in its industry (or has a good chance to become so) it should be discarded. Drucker's effectiveness was in raising important questions. However, Drucker's questioning approach often led to identifying the direction the company should go. Andrew Grove, the former CEO at Intel was impressed by Drucker's discussion of the multiple roles of the CEO, namely that of presenting the firm to the public, the role of the strategist, and that of the operational manager. Moreover, Drucker suggested that a manager should not be promoted on his or her potential, but on performance. In 1943 he studied the organizational structure of GM which resulted in the book The Concept of the Corporation. His view was that "it takes people capable of joint performance, to make their strengths effective and weaknesses irrelevant." Drucker had a deep concern not only for making workers more productive, but that employees are the organization's most valuable assets and that decision making should be pushed downing the organization to the lowest levels in the hierarchy (i.e. delegation). Some other nuggets of his managerial philosophy are that at the center of the organization are human beings--not machines or buildings. He also suggested that managers do the same in the United States, Germany, Japan, China, but how they do it may be different. Organizational learning, training, and development need to be done at all levels of the organization. It is a continuing effort. Profitability is not the purpose but a necessity in organizations. Marketing starts with the customer and his or her values and needs. He asked questions such as: Where do the customers live and what do they want to buy? Simple? yes, but it is powerful for an effective strategy. Long before it was generally recognized, Drucker popularized the notion of the "knowledge worker" and the special considerations for managing him or her. But Management is not only for profit-oriented enterprises, but also for churches, labor unions, youth groups, and hospitals, a view that is emphasized in this book.
HERE ARE MANY SITE ADDRESSES ABOUT MANAGEMENT, BUSINESS, COMMUNICATION, MUSIC, AND MORE AND MORE BELLOW:-
SIMILARITIES BETWEEN PUBLIC SPEAKING AND CONVERSATION
CULTURAL DIVERSITY IN THE MODERN WORLD
WHAT IS HUMAN RESOURCE MANAGEMENT?
THE GLOBAL COMMUNICATION
CULTURAL DIVERSITY AND PUBLIC SPEAKING
HOW TO SPEAK TO PUBLIC
FREE SOLUTION OF BUSINESS COMMUNICATION
THE BASIC FUNCTIONS OF MASS COMMUNICATION
DIFFERENCES BETWEEN PUBLIC SPEAKING AND CONVERSATION
THE VISUAL AIDS
TOOLS OF INTERNATIONAL COMMUNICATION
WHAT IS MASS COMMUNICATION
PERSIAN AND GREEK INFLUENCE
THE ROLE OF COMMUNICATION
THE GREAT INDIAN MUSIC
RAISE OF CLASSIC MUSIC: RAGAS
THE SPEECH COMMUNICATION PROCESS
GUIDELINES FOR IMPROVING GOOD VOICE QUALITY
PUBLIC SPEAKING AND CRITICAL THINKING
POST INDUS MUSIC
APPLYING THE POWER OF PUBLIC SPEAKING
HERE ARE MANY SITE ADDRESSES ABOUT MANAGEMENT, BUSINESS, COMMUNICATION, MUSIC, AND MORE AND MORE BELLOW:-
SIMILARITIES BETWEEN PUBLIC SPEAKING AND CONVERSATION
CULTURAL DIVERSITY IN THE MODERN WORLD
WHAT IS HUMAN RESOURCE MANAGEMENT?
THE GLOBAL COMMUNICATION
CULTURAL DIVERSITY AND PUBLIC SPEAKING
HOW TO SPEAK TO PUBLIC
FREE SOLUTION OF BUSINESS COMMUNICATION
THE BASIC FUNCTIONS OF MASS COMMUNICATION
DIFFERENCES BETWEEN PUBLIC SPEAKING AND CONVERSATION
THE VISUAL AIDS
TOOLS OF INTERNATIONAL COMMUNICATION
WHAT IS MASS COMMUNICATION
PERSIAN AND GREEK INFLUENCE
THE ROLE OF COMMUNICATION
THE GREAT INDIAN MUSIC
RAISE OF CLASSIC MUSIC: RAGAS
THE SPEECH COMMUNICATION PROCESS
GUIDELINES FOR IMPROVING GOOD VOICE QUALITY
PUBLIC SPEAKING AND CRITICAL THINKING
POST INDUS MUSIC
APPLYING THE POWER OF PUBLIC SPEAKING