New and revolutionary ideas and perspectives on the central management issues of tomorrow by the man Warren Bennis calls "the most important management thinker of our time." In this major new work, Peter F. Drucker discusses how the new paradigms of management will change our basic assumptions about the practices and principles of management. Drucker explains "The New Information Revolution" discussing the information an executive needs and the information an executive owes. He examines knowledge-worker productivity, and he writes about the ultimate challenge of managing yourself and meeting the new demands on the individual in a longer working life and an ever-changing workplace. Incisive, challenging and mind-stretching, Management Challenges for the 21st Century combines the wide practical experience, profound insight, sharp analysis and enlightened common sense that are the essence of Drucker's writings.
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 -- PUBLISHERS WEEKLY.
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April 21, 1999
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Excerpt from Management Challenges for the 21st Century by Peter F. Drucker
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.