2220 WordsOct 24, 20139 Pages
PETER DRUCKER Jorrian Gelink The road to an organization’s success depends on the PEOPLE. In Peter Drucker’s writings, there was always a part on people and how they can CONTRIBUTE. Before the internet and social media congested world of today; Drucker noticed how people behaved with their work duties. Whether it was putting a tire on a car; talking strategy on how to move the business forward or volunteers interacting with each other at a non-profit, Drucker soon realized that successful organizations have the foundation of great people. People grow organizations together. From the beginning straight to the end; it is the people who decide how far they want to take their organization. Knowledge work defines our society today.…show more content…
--He originated the view of the corporation as a human community—again, in the 1950s—built on trust and respect for the worker and not just a profit-making machine, a perspective that won Drucker an almost godlike reverence among the Japanese. --He first made clear—still the ’50s—that there is “no business without a customer,” a simple notion that ushered in a new marketing mindset. --He argued in the 1960s—long before others—for the importance of substance over style, for institutionalized practices over charismatic, cult leaders. --He wrote about the contribution of knowledge workers—in the 1970s—long before anyone knew or understood how knowledge would trump raw material as the essential capital of the New Economy. As he aged, Drucker appeared to assume more gravitas, slowing his speech, projecting a more authoritative presence, allowing his audience to hang on his words. He expressed dismay with the greed and self-interest that pervaded corporate America in his later years, shifting his focus to nonprofits. In writings and speeches during the 1980s, Drucker emerged as one of corporate America’s most important critics, preaching against reckless mergers and acquisitions. He warned that CEO pay had rocketed out of control and implored boards to hold CEO compensation to no more than 20 times what the rank and file made. In The Definitive Drucker: Challenges for Tomorrow’s Executives—Final Advice from the Father of
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