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... Drucker
Introduction: "Tomorrows Hot Issues"
· This is not a book of predictions; challenges and issues are at hand today
· This book is a call for action
§ Do not wait for these issues to become "Hot"; act now
· Challenges are at odds with what is accepted and successful today
· Today is a period of profound transition
§ Changes are more radical than those of 2nd Industrial Revolution
· New realities require a reversal in policies and a change in mindset of organizations and individuals
· One must ask, “What issues and challenges does this present for my organization?”
· One must ask, “What action should the organization take to make the challenges into opportunities?”
Chapter 1: "Managements New Paradigms"
· Why assumptions matter
§ Basic assumptions about reality largely determine what a discipline assumes to be reality
· 2 sets of assumptions about the study of management
§ Discipline of management
§ Practice of management
Ø both are now far removed from reality
· Past “False” Assumption: "Management is Business Management"
§ Management is not just business oriented
§ Management is the specific and distinguishing organ of any and all organizations
§ Management is just management and applies to all organizations
· Past “False” Assumption: "There is One Right Organization"
§ The idea of there being "The one right organization" is wrong
Ø there are only organizations with their own strengths, limitations, and applications
§ Idea of "The end of Hierarchy" is wrong
Ø there must be a boss; this is the only hope for an organization in crisis
· Principles of Organization
§ Organization must be transparent
Ø people must know and understand the organization structure they have to work in
§ Study strengths and weaknesses of different organizations
§ Study and use "mixed" structures
Ø structures that incorporate different strategies to fit their organization’s needs
v Key: Management must search for, develop and test organization that fits the task
· Past “False” Assumption: "There is One Right Way to Manage People"
§ Traditional assumptions are at odds with reality
Ø people who work for an organization are employees of it
¨ reality: more and more people contract out to organizations
Ø people who work for an organization are subordinates
¨ reality: they are typically knowledge workers and must know more about their job than the boss does
§ Different groups must be managed differently
§ The same group must be managed differently at different times
§ Employees must be managed as partners
§ The productivity of the knowledge worker will become the center of the management of people
v Keys: One does not "manage" people; The task is to lead people; The goal is to make productive the specific strengths and knowledge of each individual
· Technologies and End Users are fixed and given
§ Assumptions:
Ø technology was unique to a particular field
Ø there was one end use for a given task
¨ both are obsolete today
· New basic resource: information
§ information does not pertain to any one industry or have any one end use
· Management must be ready and willing to do away with previous, outdated assumptions
§ Implications
Ø noncustomers of an organization are as important as customers
Ø the starting point for management must no longer be its own product or service
¨ it must be the assumption that the customer never buys what the supplier sells
¨ value to the customer is different than value to the supplier
ü Ex: Mega - Church growth - individual values the spiritual experience more than religious ritual
v Key: Management must accept that management policy must be founded on customer values and decisions on the distribution of disposable income rather than on technology and end use.
Approximate Word count = 2010
Approximate Pages = 8
(250 words per page double spaced)
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