Peter Drucker: The Father of Modern Management Non-profit organization, corporate society,

1900 WordsApr 23, 20198 Pages
Peter Drucker: The Father of Modern Management Non-profit organization, corporate society, management by objectives, are all terms being used and taught today and all have something in common. What is it you ask? Peter Drucker. He was the man behind all of these ideas and their growth into what they have become today. He has been titled many things including, “The Man Who Invented Corporate Society” and “the father of management principles”. The article, Drucker (2005), stated that Peter was “hailed by Business Week as “’the most enduring management thinker of our time’” (p. 1). Peter Ferdinand Drucker was born on November 19, 1909 in Kaasgraben, a suburb of Vienna, Austria. Peter’s father, Adolf worked for the Austrian government…show more content…
Why is Drucker Important? Peter Drucker changed the way business people, scholars, and others throughout the world looked at management. “…it was Drucker who virtually invented and advanced the concpet of effective management as the central function in free scoiety” Collins (2010) said. He was an innovator of many of the concepts that are still used today. But it wasn’t solely his ideas that created the enormous impact; it was his total approach to ideas which was composed of four elements: he started first with results, he looked outside of the corporation for influence, he asked daring questions, and he focused on the individual, not just the corporation Collins (2010) itterated. Under his suggestions and influences, management changed from profit centered to person centered. He took the reins of the post war chaos in the business world and taught us what the modern corporation is and how to effectively manage people. Drucker the Consultant In 1943, Drucker took his first consulting job at General Motors. This was a pivotal moment in his career that launched his revolutionary book Concept of Corporation. Drucker was not your average consultant. Tarrant (1976) states that “he tries to get inside the tradition and culture of a particular place, to understand how things really work; so that he can focus on what is truly important” (p.7). Before World War II, management was not a concern of

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