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A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher

Name: A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher
Author: Ph.D William A. Cohen,
ISBN: 9780814409190

by Ph.D William A. Cohen,

November 2007

Beginner to intermediate

272 pages

7h 17m

English

AMACOM

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Copyright
Dedication
Acknowledgments and Dedication
Foreword
Introduction
One. How I Became the Student of the Father of Modern Management
How I First Heard About Peter DruckerMy First Drucker Lesson was Not from the ClassroomI Become Peter Drucker’s StudentThe Oral Lessons and Lost Wisdom
Two. Drucker in the Classroom
Drucker the RebelClass BeginsDrucker the ManLearning from Drucker
Three. What Everybody Knows Is Frequently Wrong
The Story of the Two Vice PresidentsDrucker’s Lesson: Question Your AssumptionsThings Once “Known to Be True” Are Now Known to Be FalseQuestions Raised by 100 Percent AgreementThe Tylenol CaseAnalyzing AssumptionsDrucker Lesson Summary
Four. Self-Confidence Must Be Built Step-by-Step
How Peter Became a Management ConsultantWhere Did Drucker Get His Self-Confidence?Searching for the Source of Drucker’s Self-ConfidenceSelf-Confidence Is Based on Past SuccessFour More Ways to Develop Self-ConfidenceAnyone can be an Uncrowned PerformerSeek to Develop Your ExpertiseDevelop Self-Confidence through Positive Mental ImageryAct Confident to Become ConfidentDrucker Lesson Summary
Five. If You Keep Doing What Worked in the Past You’re Going to Fail
Wisdom at the Dinner TableDrucker Explains His LessonExamples Are EverywhereEnvironmental ChangesExecutives Have Trouble ChangingAsking Questions the Drucker WayHow to Recognize the FutureDrucker Lesson Summary
Six. Approach Problems with Your Ignorance—Not Your Experience
A Chilly Afternoon in Drucker’s ClassA Drucker GemLiberty Ships Prove the Value of IgnoranceWhat to Do; Not How to Do ItAnalyzing Drucker’s LessonUsing Ignorance for Problem SolvingThe Left-Brain SolutionProblem DefinitionRelevant FactorsAlternative Courses of ActionAnalysis, Conclusions, and DecisionThe Right-Brain SolutionInventing the Sewing MachineThe Right Brain Leads to Silly PuttyDrucker Lesson Summary

Seven. Develop Expertise Outside Your Field to Be an Effective Manager
Enter Peter DruckerCase Number 4The Secret Life of a Top ExecutiveMaster More than One DisciplineFlash Ahead Twenty-Five YearsCommunicating with Other DisciplinesApplying Drucker’s WisdomDrucker’s Approach to Becoming a Strategic LeaderRead DailyStart WritingDrucker Lesson Summary
Eight. Outstanding Performance Is Inconsistent with Fear of Failure
Drucker’s Wisdom on an Executive PerformanceI Am Forced to Resign My JobWhy Wasn’t I Afraid?My First BookRising above Job Loss—TwicePicking Up Where Peter Drucker Left OffOpen a Special FolderThe Importance of a Current ResumeSales Letters are Better than ResumesBecoming Known in Your IndustryPlay the Game: “What Will I Do If I Lose My Job Tomorrow?”Work Out a Rough Job Plan Which You can Immediately ImplementDrucker Lesson Summary
Nine. The Objective of Marketing Is to Make Selling Unnecessary
Drucker’s Lecture on MarketingThe Development of Marketing According to DruckerMarketing Is the Basis of Any BusinessMy Research into MarketingDrucker Thought Marketing and Selling Were AdversarialDrucker’s Principle HoldsAnother Look at Ford’s Early SuccessDrucker Lesson Summary
Ten. Ethics, Honor, Integrity, and the Law
A Japanese Executive Is Shocked at U.S. LawsWhen in Rome . . .Drucker Looks at BriberyThe Law Versus EthicsThe Legal DilemmaBusiness Ethics and HonorThe West Point Honor SystemHonor Versus a Violation of RegulationDrucker’s Reaction to the Honor CodeThe Ethics of Business ResearchDrucker’s First Test of EthicsDrucker Lesson Summary
Eleven. You Can’t Predict the Future, But You Can Create It
I Walk Out of Peter’s ClassYou Can Create Your Own FutureApplying Peter’s Lesson to My Own ProblemThe “Impossible” Story of a Bodybuilder (Not Arnold)The Process of Creating Your FutureMy Corollary to Drucker’s ProcessCurrent Situation AnalysisSituational EnvironsNeutral EnvironsCompetitor EnvironsCompany EnvironsPicking Target MarketsWhat Next?Drucker Lesson Summary
Twelve. We’re All Accountable
Drucker on Responsibility and AccountabilityThe Kind of Executive Drucker MeantThe Responsibilities of the LeaderUnion AccountabilityThe Kind of Thing You’d Like to SeeThe Right AttitudeJoint ResponsibilityHow Miscommunication Got an Engineer Unfairly FiredDrucker Recommends Writing a CharterDrucker Lesson Summary
Thirteen. You Must Know Your People to Lead Them
Drucker Really Knew Those He LedA General Does Even BetterA College Dean Goes Even One BetterTimeless AdviceGet Out and Talk with Those You Would LeadAnother Advantage to Knowing Your PeopleOther Means of Getting to Know Your PeopleInternal Social ActivitiesInternal Job-Related ActivitiesInternal Societal-Benefit ActivitiesExternal Professional ActivitiesExternal Societal-Benefit ActivitiesDrucker Lesson Summary
Fourteen. People Have No Limits, Even After Failure
The Peter PrincipleDo People Really Rise to Their Levels of Incompetence?The Dangers of the Peter PrincipleThe Peter Principle DisprovedDrucker’s Three Key Rules on Staffing(1) Think Through the Job RequirementsI Disputed Drucker on This RuleBack to the Basics(2) Choose Multiple Candidates for a Job Before SelectionA Cautionary Tale(3) Discuss Your Choice with Colleagues FirstAfter the PromotionDrucker’s Six-Year PrincipleDrucker Lesson Summary
Fifteen. A Model Organization That Drucker Greatly Admired
Who Was Xenophon?Drucker’s Interest in the MilitaryThree Areas of Military Management Drucker RecommendedMilitary TrainingCase in Point: My Military TrainingThe Harder You Train, The Better You’ll PerformPromotion SystemsEvaluation ReportsGetting PromotedThe Promotion BoardDrucker on LeadershipThe Eight Universal Laws of LeadershipDrucker Lesson Summary
Sixteen. The Management Control Panel
Using Technology to Its FullestDrucker’s ChallengeHarvard Business School’s Three InputsDrucker’s Second QuestionThe Classroom DiscussionDrucker’s Analysis of the Management Control PanelPractical Proof of Drucker’s InsightDrucker Lesson Summary
Seventeen. Base Your Strategy on the Situation, Not on a Formula
Strategy is StrategyDon’t Develop Strategy by FormulaThe Search for Drucker’s MethodologyHow Peter Analyzed ThingsStrategic SolutionsMy Search for Drucker’s Strategic PrinciplesMy Ten Principles of StrategyPresenting His StrategyDrucker Lesson Summary
Eighteen. How to Motivate the Knowledge Worker
Theory Y Is Not the AnswerDrucker’s RecommendationsSecrets of MotivationTreat Your People IndividuallyWhat Do You Think Motivates Workers?Does This Organization Exist?Work Needs to Be InterestingTreating People with Respect Gains RespectRecognition for Good Work Is Desired and DeservedWorkers Should Be Able to Develop Their SkillsListening Is a Sure MotivatorLet Workers Think for ThemselvesWhat about Salary, Job Security, and Benefits?Motivations Are Interrelated and ConnectedDifferent Motivators Accomplish Different ThingsCan You Give Workers What They Really Want?Drucker Lesson Summary
Nineteen. Drucker’s Principles of Self-Development
The Lesson of An Australian GeneralSelf-Development Is Up to the IndividualDrucker’s Basic PremiseThe Basic Question for ManagersDrucker’s Four Vehicles of Self-DevelopmentFurther Principles of Self-DevelopmentPreparation and RiskBe True to Your CommitmentsMore Preparation on Drucker’s PartWhen Change Occurs, Take Immediate ActionBe FlexibleFixed Goals; Flexible StrategyDrucker Lesson Summary
Afterword
Notes
Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 8Chapter 9Chapter 10Chapter 12Chapter 13Chapter 18Chapter 19
Appendix
Books by Peter DruckerBooks About Peter Drucker

Content preview from A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher

Appendix . Appendix

Books by Peter Drucker

The End of Economic Man—1939
The Future of Industrial Man—1942
Concept of the Corporation—1946
The New Society—1950
The Practice of Management—1954
America’s Next Twenty Years—1957
Landmarks of Tomorrow—1957
Managing for Results—1964
The Effective Executive—1966
The Age of Discontinuity—1968
Preparing Tomorrow’s Business Leaders Today—1969
Technology, Management, and Society—1970
Men, Ideas, and Politics—1971
Management: Tasks, Responsibilities, Practices—1973
The Unseen Revolution—1976 (published in 1996 under the title The Pension Fund Revolution)
People and Performance: The Best of Peter Drucker on Management—1977
An Introductory View of Management—1977
Adventures of a Bystander—1978 (autobiography, reissued in 2001) ...

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Drucker on Leadership: New Lessons from the Father of Modern Management

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A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher

by Ph.D William A. Cohen,

Appendix . Appendix

Books by Peter Drucker

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