This definition of management was given by Peter F. Peter Drucker is a well-known author, professor and consultant in the business world. He is often referred to as the father of modern management and is known for his high standards and genuine desire to help others grow. They despise their research because they consider it null and void and their ideas about management because they are unstructured and (the worst of sins) unsystematic.
For example, his insistence on marketing as the essential and ubiquitous task of management attests to a vision of business as a process necessarily aimed at creating and satisfying customers. To ensure that you continue to prioritize productivity, use the MBO concept, a management approach that requires a balance between employee objectives and company objectives. The fact that none of this seems new and that everything is very common is fundamental proof of Drucker's widespread influence, direct or indirect, on managerial thinking. To be an effective manager, you must understand things like psychology, science, religion, and other things related to that topic.
The fact that management consultants are “fundamental to the development of management theory, discipline and profession as a whole is no better.” But if the essence of your books is neither original nor unique, if what they offer, at best, is nothing more or less than the easily paraphrasable content of your thinking, why bother reading them? In short, why read Peter Drucker and not a simplified summary of his main ideas? Drucker's ethical approach to management has been used by companies around the world for the past 80 years, and for good reason. Lafley, from Procter & Gamble; Frances Hesselbein, from the Leader to Leader Institute; Oscar Motomura, from the Amana-Key Group; Peter Paschek, from Delta Management Consultants; and Zhang Ruimin, from Haier. Drawing on his extensive experience as a consultant in companies such as IBM, General Motors and Procter & Gamble, Drucker wrote The Practice of Management, in 1954, in which he presented a holistic approach to the functioning of an organization and introduced a business management discipline, the first in the history of business. That traumatic passage of history is continuously present in his mind in a way that is simply not possible for other management writers who are as much younger in years as they are Americans by birth.
In fact, when Drucker writes about the management profession, he always conceives it as a discipline that teaches its practitioners to identify important constellations in the otherwise chaotic flow of information and circumstances. Most important of all is The Practice of Management, Drucker's best book on the management profession. In 2000, when I was appointed CEO of Procter & Gamble, I returned to Peter, his writings and to him in person. The director of a unit comprised of professionals or career specialists will, of course, receive more money than most of the men in the unit, but it should not be considered unusual, much less undesirable, for one or two “stars” of the group to receive more money than the manager.
Peter Drucker is an influential Austro-American author, mentor and consultant who is considered the father of modern business management.
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