Mgmt Challenges for the 21st C / Edition 1by Peter F. Drucker
Pub. Date: 05/01/1999
Publisher: HarperCollins Publishers
Peter Drucker, arguably the foremost management theorist in the world, identifies and explores the critical management issues of the next century in his first major book since Post-Capitalist Society. With a sweeping command of the social, economic, and demographic changes already at work, Drucker argues that we are in a period of profound transition, one/i>
Peter Drucker, arguably the foremost management theorist in the world, identifies and explores the critical management issues of the next century in his first major book since Post-Capitalist Society. With a sweeping command of the social, economic, and demographic changes already at work, Drucker argues that we are in a period of profound transition, one that will radically alter management for organizations of all types. Management Challenges for the 21st Century provides an incisive overview of this changing management landscape.
Drucker shows how such inexorable global changes as the collapsing birthrate of developed countries, dramatic shifts in disposable income, and the increasing tension between economic globalization and political splintering will fundamentally alter the environment in which organizations'not only businesses, but also non-profits, universities, and even governmental agencies'seek to survive and thrive. "These environmental changes will require managers not only to develop new strategies and methods," Drucker explains, "but even to rethink basic assumptions about the nature and goals of management itself."
Our current understanding of management, he notes, is governed by a set of assumptions that will no longer be tenable in the 21st century. We must learn to recognize these assumptions in order to see their limitations and replace them with new ideas. We must learn, among other lessons, that "management" is not the same as "business management," but rather is a function of any and all organizations; that there is no single, correct organizational structure or way to manage people, but rather a variety of models and options to be adopted as appropriate; that the scope of management is defined neither legally nor politically, but operationally; and that management's domain is not limited to within the organization, but extends beyond it, enabling the organization to produce results outside of itself.
With sharp insight founded on his years of experience, Drucker identities specific challenges that management will face:
- The necessity to embrace change and become a "change leader"
- The need to develop new kinds of information resources for effective decision making (such as the shift already underway from cost accounting to activity-based accounting)
- The need to develop tools and methods to measure and enhance the productivity of knowledge workers (in the same way that the 20th century saw the productivity of manual workers dramatically improved)
- The need for individual knowledge workers to assume an unprecedented level of responsibility for managing their own careers
As his last chapter shows, with the shift of the economy's foundation from capital to information, Drucker argues that even the individual knowledge worker will have to become concerned with issues of management.
Drucker's ability to question assumptions and see connections among disparate forces and data has made him a visionary thinker in the field of management. In Management Challenges for the 21st Century, he offers a head start on fundamental issues to anyone who will be working with any sort of organization in the next century.
About the Author:
Peter F. Drucker has been Clarke Professor of Social Science at Claremont Graduate School in California since 1971. He is the author of 14 management books and 13 books on economics, politics, and society, which have been translated into more than 20 languages. He has received more than a dozen doctorates from universities in five countries. He and his wife live in Claremont, California.
- HarperCollins Publishers
- Publication date:
- Edition description:
- New Edition
Table of Contents
|Introduction: Tomorrow's "Hot" Issues||ix|
|1||Management's New Paradigms||1|
|2||Strategy--The New Certainties||41|
|3||The Change Leader||71|
and post it to your social network
Most Helpful Customer Reviews
See all customer reviews >
I picked up ¿Management Challenges for the 21st Century¿ to get an understanding of what Peter Drucker, one of the foremost thinkers of management, projects the issues of management to be and what solutions he offers to those issues that may be faced by workers in an organization of the 21st century. This was one of the books recommended by my professor at MBA school to read as part of an eCommerce class. This book is being promoted (1999) as one of Drucker¿s first major releases since ¿Post-Capitalist Society¿ in 1993. In this book, Drucker dispenses advice that can be put to use. He has tested most of the concepts himself by pre-publishing them as articles in leading magazines like Forbes, California Management review and Harvard Business review and received excellent reviews. This makes it more interesting to the reader as he/she can be assured of the practical working of some of the management strategies put forth by Drucker. In a way, it is quite unique compared to other books where in the authors just preach. The issues he writes about ¿ management¿s old assumptions, new certainties, change leadership, information challenges, knowledge worker productivity and finally managing oneself- are thought provoking and truly practical. He has a narrative approach throughout the book. He gives examples of many companies, for e.g., GM, Sony, Caterpillar etc who have had tremendous success as organizations with respect to human resource and management challenges. This book is a welcome antidote to the widespread contagion of alarmist, brave-new-world, everything-you-believed-is-wrong assertions. He enjoys questioning assumptions, and begins by condemning some of the age-old beliefs, including 'management is business management' and 'management is internally focused'. He knows what's new, what's old, and where the true distinctions lie, and divorces business from management. The author takes a refreshingly balanced look at managing oneself, which is a fairly simple task to preach but not to practice. Styles, values, even manners have their place, and Drucker's invitation to capitalize on strengths and take responsibility for relationships will win the hearts of all the readers. The one drawback that I found in the book is at times, Drucker, re-looks and re-iterates concepts from some of his earlier works. It didn¿t appeal to me a lot as through 1993-1999, he has written quite a many books which were not too different from his earlier books on management and I guess, there is no need to do the same in this book, for it offers by far the best discussions that I¿ve seen in the last decade. Nevertheless, it is a must read for any executive, professional or a management grad. It is a better guide on management than any of the concepts found on the internet. The concepts in the book can give a head start to any worker to define and re-define his/her relationships with others and the organization he/she is part of for the betterment of both.
Peter Drucker provides concise examples of what the manager of today can expect in the workforce of tomorrow. He redefines the relationships that affect the organization, the manager, and the worker. We need to be on the look-out for signs of change on the horizon, and this book is a good guideline for predicting, and reacting to, those changes. Drucker finishes with an excellent chapter on managing ourselves, with specific, introspective questions on how to find our inner strengths and build on them. I recommend this book to anyone who plans on being a leader in tomorrow's workforce.
After reading this concise, 200-page summary of what is happening now with challenges, what can be expected, and what are Mr. Drucker's solutions - I felt like there is hope! He brilliantly and matter-of-factly states the issues and proposes workable solutions. This is certainly a book to help you think outside the box.
Once again Peter Drucker re-affirms that he is the preeminent management thought leader of our time. This latest work is a must-read for anyone seriously interested in the field of management. I found the section on Managing Oneself to be particularly valuable, and strongly recommend another book entitled RESPONSIBLE MANAGERS GET RESULTS, by Faust, et.al., as a powerful companion book. Taken together, these two books provide a strong foundation for anyone striving for managererial excellence in the new millenium.