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New and revolutionary ideas and perspectives on the central management issues of tomorrow by "the most important management thinker of our time" (Warren Bennis).

In his first major new book since Post-Capitalist Society Peter F. Drucker discusses the new paradigms of management -- how they have changed and will continue to change our basic assumptions about the practices and principles of management. Drucker analyzes the new realities of strategy, shows how to be a leader in periods of change, and explains "the New Information Revolution," discussing the information an executive needs and the information an executive owes. He also examines knowledge worker productivity, and shows that changes in the basic attitude of individuals and organizations as well as structural changes in work itself are needed for increased productivity. Finally, Drucker addresses the ultimate challenge of managing yourself while still meeting the demands on the individual during a longer working life and in an ever-changing workplace.

Incisive, challenging, and mind-stretching, Drucker's new book is forward-looking and forward thinking. It combines the broad knowledge, wide practical experience, profound insight, sharp analysis, and enlightened common sense that are the essence of Drucker's writings, which are continuing international bestsellers and "landmarks of the managerial profession" (Harvard Business Review).

"This is not a book of PREDICTIONS, not a book about the FUTURE. The challenges and issues discussed in it are already with us in every one of the developed countries and in most of the emerging ones (e.g., Korea or Turkey). They can already be identified, discussed, analyzed and prescribed for. Some people, someplace are already working on them. But so far very few organizations do, and very few executives. Those who do work on these challenges today, and thus prepare themselves and their institutions for the new challenges, will be the leaders and dominate tomorrow. Those who wait until these challenges have indeed become `hot' issues are likely to fall behind, perhaps never to recover.

This book is thus a Call for Action."

-- From the Introduction

Tabla de contenidos provista por Syndetics

• Management's new paradigms
• Strategy: the new certainties
• The change leader
• Information challenges
• Knowledge-worker productivity
• Managing oneself
• Index

Extracto provisto por Syndetics

Management Challenges for the 21st Century Chapter One Management Is Business Management For most people, inside and outside management, this assumption is taken as self-evident. Indeed management writers, management practitioners and the laity do not even hear the word "management"; they automatically hear business management. This assumption regarding the universe of management is of fairly recent origin. Before the 1930s the few writers and thinkers who concerned themselves with management--beginning with Frederick Winslow Taylor around the turn of the century and ending with Chester Barnard just before World War II--all assumed that business management is just a subspecies of general management and basically no more different from the management of any other organization than one breed of dogs is from another breed of dogs. The first practical application of management theory did not take place in a business but in nonprofits and government agencies. Frederick Winslow Taylor (1856-1915), the inventor of "Scientific Management," in all probability also coined the terms "Management" and "Consultant" in their present meaning. On his calling card he identified himself as "Consultant to Management"--and he explained that he had intentionally chosen these new and strange terms to shock potential clients into awareness of his offering something totally new. But Taylor did not cite a business but the nonprofit Mayo Clinic as the "perfect example" of "Scientific Management" in his 1912 testimony before the Congress which first made the United States management-conscious. And the most publicized application of Taylor's "Scientific Management" (though aborted by union pressure) was not in a business but in the government-owned and government-run Watertown Arsenal of the U.S. Army. The first job to which the term "Manager" in its present meaning was applied was not in business. It was the City Manager--an American invention of the early years of the century. The first conscious and systematic application of "management principles" similarly was not in a business. It was the reorganization of the U.S. Army in 1901 by Elihu Root (1845-1937), Theodore Roosevelt's Secretary of War. The first Management Congress--Prague in 1922--was not organized by business people but by Herbert Hoover, then U.S. Secretary of Commerce, and Thomas Masaryk, a world-famous historian and the founding President of the new Czechoslovak Republic. And Mary Parker Follett, whose work on Management began at roughly the same time, never differentiated between business management and nonbusiness management. She talked of the management of organizations, to all of which the same principles applied. What led to the identification of Management with Business Management was the Great Depression with its hostility to business and its contempt for business executives. In order not to be tarred with the business brush, management in the public sector was rechristened "Public Administration" and proclaimed a separate discipline--with its own university departments, its own terminology, its own career ladder. At the same time--and for the same reason--what had begun as a study of management in the rapidly growing hospital (e.g., by Raymond Sloan, the younger brother of GM's Alfred Sloan) was split off as a separate discipline and christened "Hospital Administration." Not to be called "management" was, in other words, "political correctness" in the Depression years. In the postwar period, however, the fashion turned. By 1950 business had become a "good word"--largely the result of the performance during World War II of American business management. And then very soon "business management" became "politically correct" as a field of study, above all. And ever since, management has remained identified in the public mind as well as in academia with "business management." Now, however, we are beginning to unmake this sixty-year-old mistake--as witness the renaming of so many "business schools" into "schools of management," the rapidly growing offerings in "nonprofit management" by these schools, the emergence of "executive management programs" recruiting both business and nonbusiness executives or the emergence of Departments of "Pastoral Management" in divinity schools. But the assumption that Management is Business Management still persists. It is therefore important to assert--and to do so loudly--that Management is not Business Management--any more than, say, Medicine is Obstetrics. There are, of course, differences in management between different organizations--Mission defines Strategy, after all, and Strategy defines Structure. There surely are differences between managing a chain of retail stores and managing a Catholic diocese (though amazingly fewer than either chain stores or bishops believe); between managing an air base, a hospital and a software company. But the greatest differences are in the terms individual organizations use. Otherwise the differences are mainly in application rather than in principles. There are not even tremendous differences in tasks and challenges. The executives of all these organizations spend, for instance, about the same amount of their time on people problems--and the people problems are almost always the same. Ninety percent or so of what each of these organizations is concerned with is generic. And the differences in respect to the last 10 percent are no greater between businesses and nonbusinesses than they are between businesses in different industries, for example, between a multinational bank and a toy manufacturer. In every organization--business or nonbusiness alike--only the last 10 percent of management has to be fitted to the organization's specific mission, its specific culture, its specific history and its specific vocabulary. That Management is not Business Management is particularly important as the growth sector of a developed society in the 21st century is most unlikely to be business--in fact, business has not even been the growth sector of the 20th century in developed societies. A far smaller proportion of the working population in every developed country is now engaged in economic activity, that is, in "business," than it was a hundred years ago. Then virtually everybody in the working population made his or her living in economic activities (e.g., farming). The growth sectors in the 20th century in developed countries have been in "nonbusiness"--in government . . . Management Challenges for the 21st Century . Copyright © by Peter Drucker. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold. Excerpted from Management Challenges for the 21st Century by Peter F. Drucker All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

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Library Journal Review

In his 31st work, esteemed sociologist Drucker follows his last major management work, Post-Capitalist Society (LJ 2/15/93), with his ideas on how the concept of management is changing, focusing on the major critical issues, problems, practices, and strategies management faces in the new century. Instead of offering a futurist set of predictions, Drucker discusses major challenges facing management that are already manifest in todays rapidly changing world. In a sweeping macro-level analysis of social, economic, and demographic changes at work across the globe, Drucker outlines the changing role of management, the new realities of strategy, how to lead in times of great change, how to develop new information sources for effective decision-making, and how individual workers must assume responsibility for managing their own careers. With his trademark keen insight and his ability to see connections among disparate forces, this visionary thinker has again produced an essential book for all libraries, especially academic collections.Dale F. Farris, Groves, TX (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

CHOICE Review

There have been a handful of writers who have successfully approached the subject of management from a wide gamut of perspectives. The best known and most influential practitioner of this arcane craft is undoubtedly Peter Drucker. This former newspaper reporter and bank economist has produced an enviable body of seminal work that looks at management practices and suggests prescriptions for better decision making. The current volume presents his view of the challenges confronting managers in the 21st century. The opening chapter revisits some of the basic assumptions guiding managerial behavior and argues for a change in these assumptions. One of these is the notion that the technologies, markets, and end-uses for a business are fixed and given. In many cases, these are just limitations that do not take into account the fact that the foundation of a business is customer satisfaction. In the other five chapters Drucker looks at change management, the impact of information technology on managing, the rise of the knowledge worker, and finally, the importance of managing oneself. Drucker is persuasive in his arguments and not ashamed to admit that in the past he has been wrong in both his assumptions and prescriptions. Recommended for all libraries. R. Subramanian; Grand Valley State University

Booklist Review

Most of what we've seen from Drucker over the last five years has been autobiographical reminiscences, reissues of earlier classic works, and collections of conversations and writings. This new title is being promoted as Drucker's first major book since Post-Capitalist Society (1993). Even so, it is more a collection of themes--albeit grand ones--that have occupied Drucker during this last decade of the century. And, as Drucker acknowledges, he has already "pilot-tested" much of this material in the form of major articles in Forbes, California Management Review, and Harvard Business Review. His overriding concern is the future challenges we face together as a society. Drucker divorces management from business, arguing that it is the "distinguishing organ of any and all organizations." He examines the concept of productivity as it applies to knowledge workers. Finally, in a crowning finale, he stresses the new demands that will be placed on the individual, concluding that workers will outlive the organizations that employ them--putting responsibility on each of us to "manage [our]selves." --David Rouse

Notas de autor provistas por Syndetics

Peter F. Drucker has been Clarke Professor of Social Science and Management at Claremont Graduate School in California since 1971.