Peter Drucker

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GOOD MORNING TO ALL

SEMINAR ON MANAGEMENT PROCESS AND ORGANISATIONAL BEHAVIOUR OUR TEAM MEMBERS ASWATHY G AKHIL ASHOK DHANYA KRISHNAN SONU SHENCY FRANCIS SREERAJ

PETER DRUCKER AND HIS CONTRIBUTIONS

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IDEAS TOWARDS MANAGEMENT ,[object Object],[object Object],[object Object],[object Object]

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This is an introduction to Peter Drucker, the man who invented management. note: Centum U- is a bharti associate company and the publisher is in no way associated with the organization and the materials used in this presentation is extracted from different websites and in no way centum u may be held responsible for any copyright infringement for the material used in this ppt. The author is a student of CENTUM-U and this ppt. was presented as a part of curriculum. The Cover Photo is self clicked photo at Gulmarg, Jammu & Kashmir and can be used/published freely

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A rt C re d it DRUCKER TODAY 16268 Nov09 Kanter.indd 6416268 Nov09 Kanter.indd 64 10/2/09 12:48:49 PM10/2/09 12:48:49 PM ? hbr.org | November 2009 | Harvard Business Review 65 J o h n L a n g The continuing relevance of the Drucker perspective | by Rosabeth Moss Kanter HEEDING THE WISDOM of Peter Drucker might have helped us avoid – and will help us solve – numerous challenges plaguing communities around the world: restoring trust in business in the wake of accounting scandals and the global fi nancial crisis; attracting and motivating the best talent without cre- ating crippling fi nancial commitments; addressing societal problems such as climate change, health care, and public education; dealing with trouble spots in central Asia and the Middle East. If Peter Drucker were here today, what would he have to say about such pressing matters? His fi rst comment might be “I told you so” – and he would have every right to say that. In remarkably prescient writings, he pointed to important trends and looming disasters. He took a broad look at the context surrounding organizations, noting jarring events he called dis- continuities. Next, since the signs of diffi culties ahead were there all along, he might follow up by telling us, “Look at the underlying systems.” Drucker rarely named or blamed indi- viduals; he saw root causes in the design of organizations – in their structures, processes, norms, and routines. He would re- mind us that it is the responsibility of executives to challenge that design while being mindful of their companies’ ultimate purpose. Then he might fi nish by asking leaders a few provoca- tive questions: “What is your mission? What should you stop WHAT WOULD PETER SAY 16268 Nov09 Kanter.indd 6516268 Nov09 Kanter.indd 65 10/2/09 12:49:01 PM10/2/09 12:49:01 PM 66 Harvard Business Review | November 2009 | hbr.org What Would Peter Say?DRUCKER TODAY doing? Where has the drive for short-term effi cien- cies undermined long-term eff ectiveness? What should be your objectives and guiding principles?” My credentials for channeling Peter Drucker stem from early in my career – the fi rst time I spoke on a panel with him, more than 25 years ago in Brussels. They extend beyond his death to the Drucker fi ngerprints I found in my multinational research for my latest book, SuperCorp. Managers everywhere, especially in Asia, described Drucker encounters as pivotal in making their enterprises well run and helping their countries develop. Drucker’s Early Warnings In the process of identifying the tasks of managers, Drucker laid out their responsibilities in guiding organizations to endure in a world of change. Here are some of the critical issues he anticipated. The bonus brouhaha. Drucker would not have been surprised that incentives to take excessive risks contributed to the recent global fi nancial meltdown. Back in the mid-1980s, he warned about a.

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Peter Drucker

1. GOOD MORNING TO ALL

2. SEMINAR ON MANAGEMENT PROCESS AND ORGANISATIONAL BEHAVIOUR OUR TEAM MEMBERS ASWATHY G AKHIL ASHOK DHANYA KRISHNAN SONU SHENCY FRANCIS SREERAJ

3. PETER DRUCKER AND HIS CONTRIBUTIONS

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