Peter Ferdinand Drucker ( ; German: ['d ?? k? ] November 19, 1909 - November 11, 2005) is an Austrian-born Austrian management consultant, educator and author whose writings contribute to the philosophical and practical foundations of a modern business enterprise. He is also a leader in the development of management education, he invented a concept known as management by purpose and self-control, and he has been described as "the founder of modern management".
Drucker's books and popular and scientific articles explore how humans are organized across the business, government, and non-profit sectors of society. He is one of the most famous and most influential thinkers and writers on the subject of management theory and practice. His writings had predicted many major developments by the end of the 20th century, including privatization and decentralization; Japan's rise to world economic power; the importance of decisive marketing; and the emergence of an information society with the importance of lifelong learning. In 1959, Drucker coined the term "knowledge worker," and later in his life considered the productivity of knowledge workers to be the front line of management. Peter Drucker gave his name to three institutions: Drucker Institute and Peter F. Drucker and Masatoshi Ito Graduate School of Management, both at Claremont Graduate University, and Peter F. Drucker Academy. Annual Peter Drucker Global Forum in his hometown of Vienna, honoring his legacy.
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Biography
Drucker grew up in what he called the "liberal" Lutheran Protestant in Austria-Hungary. Her mother Caroline Bondi had studied medicine and her father Adolf Drucker was a high-level lawyer and civil servant. Drucker was born in Vienna, Austria, in a small village called Kaasgraben (now part of Vienna's 19th-Döbling district). He grew up in a house where intellectuals, high-ranking government officials, and scientists will meet to discuss new ideas. These included Joseph Schumpeter, Friedrich Hayek and Ludwig von Mises. Hans Kelsen is his uncle.
After graduating from the DÃÆ'¶bling Gymnasium in 1927, Drucker found little opportunity to work in Vienna after World War I, so he moved to Hamburg, Germany, first working as an apprentice at an established cotton trading company, then as a journalist, writing for Der [Æ'] Der ÃÆ' â € "Volkswirt sterreichische ( The Austrian Economist ). Drucker then moved to Frankfurt, where he worked at the Frankfurter General-Anzeiger Daily. While in Frankfurt, he also earned a doctorate in international law and public law from Goethe University Frankfurt in 1931.
In 1933, Drucker left Germany to England. In London, he worked at an insurance company, then as chief economist at a private bank. He also reconnected with Doris Schmitz, an acquaintance of the University of Frankfurt, and they married in 1934. The couple permanently moved to the United States, where he became a university professor and freelance writer and business consultant.
In 1943, Drucker became a naturalized United States citizen. He then had a remarkable career as a teacher, first as a professor of politics and philosophy at Bennington College from 1942 to 1949, then twenty-two years at New York University as Professor of Management from 1950 to 1976.
Drucker went to California in 1971, where he developed one of the country's first executive MBA programs for professionals working at Claremont Graduate University (later known as Claremont Graduate School). From 1971 until his death, he was Professor Clarke of Social Sciences and Management at Claremont. The Claremont Graduate University management school was named Peter F. Drucker of the Graduate School of Management in his honor in 1987 (later renamed Peter F. Drucker and Masatoshi Ito Graduate School of Management). He founded the Drucker Archives at Claremont Graduate University in 1999; The archive became the Drucker Institute in 2006. Drucker taught his last class in 2002 at the age of 92. He continued to act as a consultant for businesses and nonprofits through the nineties.
Drucker died November 11, 2005 in Claremont, California because it was natural at the age of 95 years. He has four children and is the grandfather of tech entrepreneur Nova Spivack, one of six grandchildren. Drucker's wife, Doris died in October 2014 at the age of 103 years.
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Jobs and philosophy
Initial effect
Among the early influences Drucker was the Austrian economist Joseph Schumpeter, a friend of his father, who impressed Drucker on the importance of innovation and entrepreneurship. Drucker was also influenced, in a much different way, by John Maynard Keynes, whom he heard lecturing in 1934 in Cambridge. "I suddenly realized that Keynes and all the brilliant economic students in the room were interested in commodity behavior," Drucker wrote, "while I'm interested in people's behavior."
Over the next 70 years, Drucker's writings will be characterized by a focus on relationships among humans, as opposed to numbers. His books are filled with lessons on how organizations can produce the best in society, and how workers can find a sense of community and dignity in modern society organized around large institutions. As a business consultant, Drucker disliked the term "teacher," though it was often applied to him; "I've been saying for years," Drucker once remarked, "that we use the word 'guru' simply because 'charlatan' is too long to be a title."
As a young writer, Drucker writes two parts - one to the conservative German philosopher Friedrich Julius Stahl and the other called " Jewish Questions in Germany " - which were burned and banned by the Nazis.
Business thinkers'
Drucker's career as a business thinker began in 1942, when his early writings on politics and society won him access to the internal workings of General Motors (GM), one of the world's largest companies at the time. His experience in Europe has fascinated him with authority issues. He shares his interest with Donaldson Brown, the mastermind behind administrative control at GM. In 1943, Brown invited him to do what might be called a "political audit": a two-year socio-scientific analysis of the company. Drucker attends every board meeting, interviews employees, and analyzes the process of production and decision making.
The resulting book, Concept of the Corporation , popularized GM's multidivisional structure and led to numerous articles, engagement consultations, and additional books. GM, however, is hardly happy with the final product. Drucker points out that the auto giant may want to re-examine a number of long-term policies about customer relationships, dealer relationships, employee relations, and more. Inside the company, Drucker's advice is seen as hyperical. The respected GM chairman, Alfred Sloan, was very annoyed about the book that he "just treated it as if it did not exist," Drucker later recalled, "never mentioned it and never let it be mentioned in his presence."
Drucker teaches that management is a "liberal arts", and he incorporates his management advice with interdisciplinary learning from history, sociology, psychology, philosophy, culture, and religion. He also strongly believes that all institutions, including those in the private sector, have responsibility to the whole society. "The fact is," Drucker wrote in his 1973 book: Management: Duties, Responsibilities, Practice , "that in modern society there is no leadership group other than managers.If our major institutional managers, and especially businesses , is not responsible for the common good, no one else can or will do it. "
Drucker is interested in the growing effects of people who work with their minds rather than their hands. He is attracted by employees who know more about certain subjects than their bosses or colleagues, but must work with others in large organizations. Instead of merely glorifying the phenomenon as a symbol of human progress, Drucker analyzes it, and explains how it challenges the general notion of how the organization should be run.
His approach worked well in an increasingly mature business world in the second half of the twentieth century. At that time large corporations have developed the basic manufacturing efficiency and hierarchy of mass production managers. Executives think they know how to run a company, and Drucker takes it himself to rummage through their beliefs, so the organization gets stale. But he did it sympathetically. He assumes that his readers are intelligent, rational, hardworking people with good intentions. If their organization is struggling, it believes it is usually due to outdated ideas, narrow conception problems, or internal misunderstandings.
Drucker developed an extensive consulting business built around his personal relationships with top management. He became a legend among many new post-war Japanese business leaders who are trying to rebuild their war-torn homeland. He suggested the heads of General Motors, Sears, General Electric, W.R. Grace and IBM, among many others. Over time he offers his management advice to nonprofit organizations such as the American Red Cross and Salvation Army. His advice is highly sought by senior executives from Adela Investment Company, a private initiative of the world's multinational corporations to promote investment in developing countries in Latin America.
Drucker's
39 Drucker's books have been translated into over thirty-six languages. Two are novels, one autobiography. He is one of the authors of the book on Japanese painting, and made eight series of educational films on management topics. He also writes regular columns in the Wall Street Journal for 10 years and often contributes to the Harvard Business Review, The Atlantic Monthly, and The Economist .
His work is very popular in Japan, even more so after the publication of "What If The Female Manager of the Baseball High School Team - Read Read Drucker Management" , a novel featuring the main character using one of his excellent books, which also adapted into anime and live action films. Its popularity in Japan can be compared with its contemporary W. Edwards Deming.
Peter Drucker also wrote a book in 2001 entitled The Essential Drucker . This is the first volume and combination of the last six years of Peter Drucker's work on management. The information gathered is a collection of previous findings, The Practice of Management (1954) for Management Challenges for the 21st Century (1999), the book offers, in Drucker's words, "a reasonable and fairly comprehensive introduction to management". He also answers frequently asked questions from coming and coming entrepreneurs who tend to contemplate the results of questionable management.
Main ideas
The Wall Street Journal studied some of his lectures in 1987 and reported that he sometimes escapes with facts. Drucker misses, for example, when he tells viewers that English is the official language for all employees at Japanese trading company Mitsui. Drucker defends himself: "I use anecdotes to make a point, not write history."
Also, while Drucker is known for his thoughts, he is not always right in his predictions. He estimates, for example, that the country's financial center will shift from New York to Washington.
Others argue that one of Drucker's core concepts, "goal-based management," is flawed and never really proven to work effectively. Critics Dale Krueger said that the system is difficult to implement and that companies often end up overemphasizing control, as opposed to fostering creativity, to meet their goals.
Drucker's classic, Concept of the Corporation, criticized General Motors while considered the most successful company in the world. Many GM executives consider Drucker persona non grata for a long time afterwards. Although Alfred P. Sloan refrained from personal hostility towards Drucker, he regarded Drucker's critique of GM's management as "wrong".
Awards and honors
Drucker was awarded the Presidential Medal of Freedom by US President George W. Bush on July 9, 2002. He also received an award from the Austrian government, including the Grand Silver Medal for Service to the Republic of Austria in 1974, Grand Gold Decoration for Service to the Republic of Austria in 1991 and Austrian Honorary Cross for Science and Art, grade 1 in 1999 and Japan (Order of Holy Treasures, grade 3, 24 June 1966).
Source of the article : Wikipedia
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