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Management Challenges for the 21st Century |  |
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Management Challenges for the 21st Century | |
Peter F. Drucker was considered one of management's top thinkers. As the author of more than 35 books, his ideas have had an enormous impact on shaping the modern corporation. In 2002, he was awarded the Presidential Medal of Freedom. During his lifetime, Drucker was a writer, teacher, philosopher, reporter, consultant, and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University.
Drucker sees the period we''re living in as one of "PROFOUND TRANSITION--and the changes are more radical perhaps than even those that ushered in the ''Second Industrial Revolution'' of the middle of the 19th century, or the structural changes triggered by the Great Depression and the Second World War." In the midst of all this change, he contends, there are five social and political certainties that will shape business strategy in the not-too-distant future: the collapsing birthrate in the developed world; shifts in distribution of disposable income; a redefinition of corporate performance; global competitiveness; and the growing incongruence between economic and political reality. Drucker then looks at requirements for leadership ("One cannot manage change. One can only be ahead of it"), the characteristics of the "new information revolution" (one should focus on the meaning of information, not the technology that collects it), productivity of the knowledge worker (unlike manual workers, knowledge workers must be seen as capital assets, not costs), and finally the responsibilities that knowledge workers must assume in managing themselves and their careers.
Drucker''s writing career spans eight decades and the years have only served to sharpen his insight and perspective in a way that makes most other management texts seem derivative. While Management Challenges for the 21st Century is no quick airplane read, it is a wise and thought-provoking book that will both challenge and inspire the diligent reader. This book is for people who care about their businesses and careers in the information age--CEOs, managers, and knowledge workers. Highly recommended. --Harry C. Edwards --This text refers to the Hardcover edition.
From Library Journal
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
Copyright 1999 Reed Business Information, Inc. --This text refers to the Hardcover edition.
From Booklist
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 --This text refers to the Hardcover edition.
From Kirkus Reviews
The master of management theory (Managing for the Future, 1992, etc.) combines a succinct vision of what''s ahead with a condensed training course for weathering the change. Looking toward the future, Drucker analyzes the forces that will impact society and business and describes how the structure of organizations must change in order to deal with them. As a prelude to his outline for managing change (and changing management) he dismisses some conceptsfor example, the idea that there is only a single correct organizational structure for a given situation. Drucker suggests considering the modern employee as a ``volunteer,'''' motivated to work by a deeper power than the paycheck. Similarly, he states that in the modern workplace a more apt role for a manager is as ``leader,'''' not boss. Other changes affecting business are the ``crisscross'''' impact of technologies and the emergence of the ``transnational'''' organization. Like most of Druckers two dozen or so previous works, this one goes beyond analysis to application. Two of the key arguments in his outline for action: companies need ``change leaders'''' who see change as opportunity, and organizations must learn how to ``exploit success.'''' Information technology, a major component of the coming century, is described through the historical perspective of the printing press, then updated with consideration of the Internet, a major new method for the distribution of information in printed form. Drucker believes that, just as traditional management was instrumental in increasing productivity for manual work, modern management must be transformed to play a similar part in the increase in the productivity for ``knowledge work,'''' the biggest management challenge of the next century. Finally, he explains that as ``individuals can expect to outlive organizations,'''' they must have unique responsibilities in order to survive, if not thrive. Invaluable advice for building a business bridge to the 21st century. -- Copyright ©1999, Kirkus Associates, LP. All rights reserved. --This text refers to the Hardcover edition.
--Kirkus Reviews
"Invaluable advice for building a business bridge to the 21st century."
