Managing for the Future (Audible Audio Edition) Peter F Drucker Bill Weideman Brilliance Audio Books
Download As PDF : Managing for the Future (Audible Audio Edition) Peter F Drucker Bill Weideman Brilliance Audio Books
The name Drucker is synonymous with management. His many works stand as classics in management literature. Today, more than ever, Peter Drucker is looked to and listened to by business leaders and economic scholars grappling with the challenge of change.
This major work brings together his stimulating and enlightening views on the new world order for business and on management imperatives. He brings clear-sighted analysis and practical inspiration to an interesting array of subjects the end of the era of the blue-collar worker; the ultimate bankruptcy of economic pump priming by the federal government; the lessons that nonprofit enterprises can teach big business; the changing attitudes of middle managers as the doctrine of company loyalty gives way to the demand for rewarding achievement; and many more.
Managing for the Future (Audible Audio Edition) Peter F Drucker Bill Weideman Brilliance Audio Books
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Managing for the Future (Audible Audio Edition) Peter F Drucker Bill Weideman Brilliance Audio Books Reviews
Peter Drucker's mind on management is so pure and immaculate that he wraps you up and geta you to lean back and think...'is this the way I have been doing it and is this the right way to do what I've been doing'. You just keep questioning yourself. Interesting!
It is difficult to know how much value it is possible to get from reading a book that examines future trends nearly 15 years after it was published. The earliest essay in this book was written in 1986. There is a nearly inevitable dated feel to this kind of selection that would kill the work entirely for lesser thinkers.
Being Drucker, however, there is still an awful lot to draw from this collection. Divided into four parts (economics, people, management and the organization), there are a number of absolutely brilliant essays. Favorites are hard to choose, but I particularly recommend "The Poverty of Economic Theory" and "Permanent Cost Cutting Permanent Policy".
As usual from Drucker, darned good reading-- insightful and smart.
Peter Drucker starts his Preface to this book with a reference to his book “The Frontiers of Management” published in 1985. You should be aware that “The Frontiers of Management” was published several times, e.g. in 1997 with new comments to all four parts.
“Managing for the Future”, first printing in 1992, consists of 39 chapters written between August 1986; [Drucker original quotes follow] “in the same week I wrote the first draft of what was published – in early winter of 1989 – as Chapter 4 in my book The New Realities under the title “When the Russian Empire is Gone” – in which I predicted the inevitable failure of Mr. Gorbachev’s economic policies, the equally inevitable collapse of communism, and the disintegration of the Soviet Union”; and August 1991 “in the week after the Communist hardliners’ putsch against Mr. Gorbachev had failed.”
Today, we all know, that the Soviet Union was declared as dissolved on December 8, 1991.
Russia, Ukraine and Belarus established the Commonwealth of Independent States (CIS) in its place. Today CIS has nine full member states – Ukraine is no member state anymore.
With a view on Peter Drucker’s lessons for the future I want to select some topics with original Peter Drucker quotes. Where appropriate I will add my comments marked MC.
Chapter 1 The Futures Already Around Us …
Finally, corporate size will by the end of the coming decade have become a strategic decision. Neither “big is better” nor “small is beautiful” makes much sense. Neither elephant nor mouse nor butterfly is, in itself, “better” or “more beautiful.” Size follows function, as a great Scots biologist, D’Arcy Wentworth Thompson, showed in his 1917 classic On Growth and Form. …
Management will increasingly have to decide on the right size for a business, the size that fits its technology, its strategy and its markets. This is both a difficult and risky decision – and the right answer is rarely the size that best fits a management’s ego.
MC Robin Chase published PEERS INC in 2015 with the subtitle How People and Platforms are Inventing the Collaborative Economy and Reinventing Capitalism. Airbnb, Bitcoin, BlaBlaCar and Uber are considered as role models. The foundation is rooted in the Peers Inc triad Excess capacity, platform, peers thus disintegrating traditional companies and corporations into these three pillars where the peers are traditional employees transformed into self-employed micro-entrepreneurs, more and more concentrating on more than one job. Robin Chase is fully aware that “We need new rules to enable and protect the workers.” This model should be positioned according to Drucker and Alfred Chandler size follows function, structure follows strategy.
Chapter 2 The Poverty of Economic Theory …
In essence, macroeconomic theory is no longer a basis for economic policy because no one knows what is going to happen.
MC this should be applied to Picketty’s Capital in the 21st Century and his toxic formula – page 532, footnote 33, explained on page 644 – for a progressive tax on capital in addition to progressive taxes on income and real estate and all other taxes. Applying such toxic formulae would empower politicians to expropriate slowly but surely private property and thus undermine the fundamentals of pluralistic democracies based on private wealth and ownership.
Chapter 15 Leadership More Doing Than Dash …
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 something very old-fashioned, called “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.
MC leadership has three dimensions, therefore I call it 3 D-Leadership. It consists of an effective Leadership-System, appropriate personal Leadership-Competencies, and effective Self-Management. 3 D-Leadership has to be applied on all levels of an organization including and not excluding the knowledge workers and professionals who have competencies where leadership is required. Including the professional level contributes to the success of leadership initiatives, otherwise it is an “initiative of them against us!”
Chapter 26 Corporate Culture use It, don’t lose it …
Changing the corporate culture has become the latest management fad. …
MC the worst step consists in replacing a well proven corporate culture by something new and then ignoring this new culture because then the corporation is cultureless. There is no base for mutual loyalty between the firm and its people and vice versa.
Chapter 33 Tomorrow’s Company Dressed for Success
The big companies dominate the headlines. But midsized businesses are fast replacing them as the engines driving the American economy. …
The shift from the big to the midsized enterprise as the economy’s center of gravity is a radical reversal of the trend that dominated all developed economies for more than a century. It has been all but ignored so far by economics, politicians and the media.
MC Jim Clifton, Chairman and CEO of Gallup, a global performance-management consulting company with 40 offices in 30 countries and regions, wrote in his book “The Coming Jobs War” published in 2011 “What the whole world wants is a good job.” Pg. 10 …
Jobs are the heart and soul of a nation, the thing that sustains everyone. Leaders know that. But almost nobody knows where or how jobs are created, especially those who think they know how to create jobs – the government, academics, experts from institutions of all types. Those people are usually the most wrong about job creation. They tend to dig in the wrong places. Pg. 22.
Very few Americans are aware that small and medium-sized businesses are responsible for most of the jobs in America. But businesses do not create significant numbers of new jobs. Pg. 29f.
All this applies even more to Europe. Picketty’s proposals to implement a progressive capital tax in addition to already existing progressive income and real estate taxes it counterproductive and affect the motivation of small and medium entrepreneurs to invest, grow and create jobs. It seems to me that entrepreneurs get strangled step by step by taxes and bureaucracy and with them all growth ambitions.
More dated than I expected.
Shipped very fast, exactly as pictured/promised. A+. Bought all these books for a friend for Christmas and they were in good to fine condition and he was happy with them
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