Farewell, Peter Drucker: A Tribute to an Intellectual Giant
Published: November 30, 2005 in Knowledge@Wharton
Back in 1942, when Peter F. Drucker was a professor of politics and philosophy at Bennington College in Vermont, a book he had written, The Future of Industrial Man, caught the attention of some people at General Motors. They invited Drucker to study GM and Drucker agreed -- ignoring the warnings of those who said the project might derail his academic career. As Drucker said later, it was as though he had single-handedly begun an expedition to map "the dark continent of management." That exploration, which gave birth to the field of management, came to an end on November 11 when Drucker passed away at age 95.
"With the passing of Peter Drucker, the world has lost one of its intellectual giants," says Yoram (Jerry) Wind, director of the SEI Center for Advanced Studies in Management at Wharton. "Wharton and I have lost a friend, as has the field of enlightened and responsible management of both for-profit and non-profit organizations. Yet Peter's legacy and impact as a role model will last."
To honor Drucker's legacy and celebrate the ongoing relevance of his ideas and insights, Knowledge@Wharton asked several Wharton professors to sum up Drucker's most important contributions to management knowledge. Their answers are grounded in Drucker's writings on management and marketing. In Lasting Leadership: What You Can Learn from the 25 Most Influential Business People of Our Times, a book published last year, Knowledge@Wharton and Nightly Business Report named Drucker one of the 25 most influential business leaders of the past 25 years, though had the time span been 50 years he would still easily have made the list.
"There is no single contribution that I associate with Drucker that clearly stands above the corpus of his work," says John Kimberly, a professor of management. "To me, what is remarkable about his contributions is that they are numerous, always articulated in a simple and accessible way, and always insightful. Drucker's writing spanned well over half a century, a period during which technologies, markets and organizations changed dramatically, yet his insights were always fresh and pertinent, the product of keen observation and a fine mind. Drucker had the ability to cut through what seemed to many to be highly complex organizational and managerial issues and identify the basics. His insights were frequently simple, but never simplistic. He will be remembered as a true giant in the field of management."
Renaissance Person
According to Wind, many of the recent tributes to Drucker have focused on his 30 books, which have been translated into 50 languages and sold millions of copies. "Let me focus on some of the less known facts about Peter Drucker and why I consider him to be the best role model for all of us." For one thing, says Wind, Drucker was "a true renaissance person. In addition to his well-known books and writings on management (15 books, eight series of educational movies, 10 online courses and numerous articles) and society, economy and politics (13 books and numerous articles), Peter wrote in 1979 a book on Japanese painting, and two novels (The Last of All Possible Worlds, 1982, and The Temptation to Do Good, 1984). He had enormous intellectual curiosity and social consciousness that guided much of his interests and activities."
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In addition, Wind adds, Drucker was a "truly interdisciplinary scholar. In his writing he bridged management as well as social and behavioral science, clearly demonstrating that no management problem can be addressed effectively from the narrow confines of a single discipline." Moreover, Drucker was a "true integrator of theory and practice. Throughout his life, he engaged in consulting to top managements of numerous companies, large and small, as well as pro-bono consulting to numerous non-profit organizations such as the Red Cross, universities, hospitals, community service organizations and government agencies."
Drucker combined his broad sweep of intellectual interests with a genius for communication. "His sense of humor, humility and respect for his audiences helped endear him to people all over the world, whether it was speaking to someone one-on-one or to a crowd of thousands," notes Wind. Moreover, Drucker was indefatigable. "He was highly productive and active. Even after retiring from active teaching in the last few years, and in spite of his hearing problems, he continued to write and interact with others." Wind adds that despite all the acclaim that came his way over the years, Drucker retained his humility, living in "a modest home and always being humble, kind and friendly. He was a real 'mensch.'"
Innovation, Organization and Knowledge Workers
Ian C. Macmillan, a management professor and director of the Sol C. Snider Entrepreneurial Research Center, says that for him, Drucker's most significant contribution is to the literature on innovation and entrepreneurship. He "wrote the most concise yet comprehensive piece of work on innovation and entrepreneurship ever written," Macmillan says. "Captured in less than 10 pages in a Harvard Business Review article, his insights guide my thinking in all the work that I do. The article was 'The Discipline of Innovation,' published at the end of 1998."
Drucker's work on the organization of business corporations was equally path-breaking, points out Mauro F. Guillen, a management professor. "Drucker was the first to show, back in the 1940s, how incredibly complex modern corporations had become and what would be the best ways to organize them so that they could function successfully. He became the most incisive and illuminating writer on the large industrial corporation. From my perspective, his most memorable line is in his 1954 book, The Practice of Management: "A poor organization structure makes good performance impossible, no matter how good the individual managers may be."
Management professor Marshall W. Meyer agrees that Drucker's work on the organization of the firm is critical: "Drucker will be most remembered for coining the term 'knowledge worker,'" he says. "However, his most important contribution was his organic view of the firm, which is sharply at odds with today's view of the firm as a nexus of impersonal contracts. In his first book, The Concept of the Corporation, Drucker pressed, unsuccessfully, for self-governing plant communities. He railed against excessive professionalization and isolation of managers from society and often compared managers to conductors and firms to orchestras."
John Paul MacDuffie, a management professor, shares Meyer's view that Drucker's "early identification of the trend towards 'knowledge workers' was incredibly prescient." He adds: "Drucker's subsequent exploration of what that means for organizations provided a continuing stream of insights. Even in his earliest writing, in the book about General Motors, he was an advocate for managers relying on the expertise of their employees and granting them more autonomy at work."
Drucker was the first management thinker to give knowledge workers "ownership of their output," says Ravi Aron, a professor of operations and information management. Paradoxically, that also aroused in him "deep misgivings over the phenomenon of outsourcing of knowledge-based work. Drucker felt that companies did not know who their experts were, and that made him skeptical of so-called knowledge management initiatives. He was concerned about what insights companies might lose when knowledge-based work is outsourced. When you take such work out of your company and outsource it elsewhere, it's not like sourcing the production of ball-bearings from China," Aron says. "It made him very skeptical about outsourcing. I disagree with Drucker's slant -- but it is the only rigorous objection to outsourcing that I have heard."
Master of Marketing
Wide-ranging as Drucker's contributions were to the field of management, his writings about marketing are as important, say Wharton professors. Stephen J. Hoch, chairperson of the marketing department, describes Drucker as "the Warren Buffett of management gurus. His analysis of management and marketing issues always was pithy and to the point. No pandering to buzzwords and fads, but a constancy of message, with straightforward reasoning and clearly articulated ideas. The following statement attributed to Drucker is today still the essence of marketing: 'The aim of marketing is to make selling superfluous. (It) ... is to know and understand the customer so well that the product or service fits him and sells itself. Ideally, marketing should result in a customer who is ready to buy.'"
Marketing professor David J. Reibstein says one of the most memorable days of his life was "the day I spent with Drucker in his home nearly seven years ago. A man of such enormous impact on business and society was a very modest man, surrounded in a humble yet very comfortable home in Claremont, Calif. He had such tremendous insight into every facet of business and its role in society. Drucker considered a business's most valuable asset to be its people. Generally, he is considered the father of management, but I also consider him the father of marketing. He said the role of business is to create a customer. He always emphasized focusing on customers and understanding what they valued. I assume many fields want to claim him as their 'father.' While he contributed to the literature for more than 65 years, his thoughts are way ahead of our time."
Drucker and Wharton
During the past few days, some writers have used the fact that Drucker did not hold a tenured faculty position at a leading business school to slam business schools and minimize the relevance of business education. The reality, however, is that Drucker had a close relationship with academia and with Wharton, and in fact helped guide some of the school's initiatives. "We at Wharton were fortunate to have in Peter a close and caring friend," says Wind. "In the late 1980s, he encouraged us to launch the SEI Center for Advanced Studies in Management and was our first speaker. At about the same time, he kicked off the discussion of Wharton's Management 2000 project, which led to the creation of the new MBA curriculum in the early 1990s. Peter endorsed our new MBA curriculum and helped publicize it. In 1993 he gave the SEI Distinguished lecture on 'The New Organization.' Recently, when we launched Wharton School Publishing, he gave us the first endorsement and encouraged us to undertake this venture. We will miss him at Wharton and I will miss him as a friend."
On the last day of his core MBA course on "Managing People at Work," MacDuffie uses a quote from Drucker about the importance of the manager's role. It says, "I would hope that American managers -- indeed managers worldwide -- continue to appreciate what I have been saying since day one: Management is so much more than exercising rank and privilege, it's so much more than 'making deals.' Management affects people and their lives, both in business and many other aspects as well. The practice of management deserves our utmost attention; it deserves to be studied."
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- Front Matter: "... Peter F. Drucker Peter Paschek (Hrsg.) Kardinaltugenden effektiver Führung Mit Beiträgen von Fredmund Malik, ..."
德魯克彼得Paschek（主編）基本美德的有效領導
杜拉克談領導未來 Kardinaltugenden effektiver Fuhrung
各界好評 ---台灣評鑑協會理事長 許士軍 ---南僑關係企業會長 陳飛龍 ---台大國企學系教授 湯明哲 杜拉克著作被譯為二十餘種語言，全球總銷售量超過六百萬本。 本書除了杜拉克的最新見解外，他的中心思想是，只有當領導者的行為以特定的價值為依歸時，才得以持續的勝任其社會機能。前者包括意志力、自制力、責任 感、尊嚴、思慮縝密、不斷地自我成長及以轉變為目標而貫徹的能力。綜合而論，杜拉克的信條是：不以傳統價值為依歸就不可能達到有效管理。本書像杜拉克所有 作品一樣，目光如炬，洞見未來，是今天所有經理人必備的基本讀物。 作者簡介 彼得．杜拉克教授（Prof. Dr. Peter F. Drucker） 杜拉克發表過無數創 見十足的著作、演說和研究報告，被譽為二十世紀組織管理域中最傑出的思想家和作家， 作品多達三十餘本，被譯為二十餘種語言，總銷售量超過六百萬本。範圍涵蓋了社會、經濟、政治和管理等方面，包括《巨變時代管理》、《創新與創業精神》、 《21世紀的管理挑戰》、《旁觀者》等。2002年頒總統自由勳章，這是美國公民所能得到的最高榮譽。 杜拉克為德國法蘭克福大學的國 家法與國際法學博士，曾擔任紐約大學商業研究所管理學教授，並獲頒該校最高榮譽的校長獎。四Ｏ年代初期開始在頗負盛名的佛蒙特州班寧頓學院教授政治學和哲 學。美國、日本、比利時、瑞士、西班牙和捷克的大學都曾頒給他榮譽博士學位。他曾擔任德國法蘭克福大眾報記者，以及倫敦一家私人銀行經濟研究部門的主管。 他在1942年出版《工業人的未來》闡述20世紀的社會發展，因而轟動一時，引來當時全球最大的通用汽車公司，請他針對企業做兩年的 分析研究，並整理出版《企業的概念》一書，而以此奠下了管理學成為一門學科的基礎。自此所有的大企業包括奇異、可口可樂、花旗銀行、IBM和英特爾，以及 政府機關和國內外的非營利機構，都曾請他做諮詢顧問。杜拉克幾乎成為所有美國經濟和政治領域關鍵人物的顧問。 |
詳細資料
- 叢書系列：企業經營
- 規格：平裝 / 272頁 / 25K / 普級 / 單色印刷 / 初版
- 出版地：台灣
§內文1
現代管理學之父彼得．杜拉克在2005年編著的新書《杜拉克談領導未來》中，預言未來十年全世界的四大趨勢：21世 紀是社會福利事業的世紀、全球化管理挑戰亞洲新興國家、新管理風潮強調貫徹誠實和信任、世界經濟焦點在金磚四國的三巨頭 。 以下是本書中杜拉克的部分精采專訪內容:
中國、印度、俄羅斯在未來最具成長潛力
帕謝克：全世界都還是處在一個經濟結構的危機中。當然，有危機的地方，就有很大的機會。一個強有力的中產階級，是一個在各方面都運作健全的社會支柱。近來在中國、印度和俄羅斯，這些富裕的中產階級也都很活躍地發展。未來全世界成長的潛力在哪裏呢？
杜 拉克：世界上最大的未開發國家是俄羅斯，幾個島嶼上都有最大程度的進步，但是這個國家的社會和經濟是未開發的。俄羅斯將走上哪一條路呢？從潛力方面來說， 她和中國比起來，市場較小，但因為擁有豐富的地下資源，還有大量在技術上訓練有素的中階經理人，而使得俄羅斯相當具有潛力。
根據一項調查統 計俄羅斯，從一八九○年和一九○○年間到今天的成長率，她現在應當是世界上最大的經濟強權。這結果或許會讓我們有點意外，但我不能確定她未來是否能繼續使 我們感到意外。她是有潛力的，但是我們不能忘記俄羅斯社會裏的緊張情勢，所以這個國家是絕對也有可能停滯不前的。
然後還有中國和印度，這兩 個國家都很有潛力。請您不要小看印度，印度的經濟成長比中國還快，再加上印度在社會領域裡有非凡的成就，他們將數百萬的賤民融入城鎮之中，並形成了許多工 業的小團體，相當於一百多年前的克魯伯（Krupp）和蒂森（Thyssen）集團。她有成長的潛力，但同樣也有發生大災難的可能。
誠實成為企業文化的新管理風潮
正直、誠實、信任始終是關鍵！例如我們目前在德國就聽到這方面共同的呼聲，到處都有要使誠實成為企業文化中心的計畫，我們都感覺到，未來似乎要產生一個新的管理風潮了？
您知道嗎？其實這已經不是什麼新奇的事了。每次景氣開始衰退之際，就會爆發一些醜聞案，然後大家就會以「重視管理階層的道德」等訴求作為反制。
一 九三○年一月二日，我開始在法蘭克福的全訊報當經濟和國際經濟新聞的編輯，那是一份晚報，當時我完全沒有當記者的經驗，所以我每天早上六點就得開始工作。 總編輯東布洛斯基，也就是後來法蘭克福廣訊報（FAZ）的創辦人，派我去採訪報導一樁案件的審理。焦點是在世界經濟危機的籠罩下，首度有一家德國知名的法 蘭克福大眾保險公司倒閉。這可說是那個時候的恩隆案，連過程都一模一樣。景氣繁榮時期已經結束，而景氣繁榮總是到某個時間就一定會結束。
許 多企業的管理階層達到他的職位，是因為他們能讓營業額和獲利連續好幾年達到百分之十的成長率，但這樣的時期也總會過去的。因為有一項自然法則說，樹是不會 一直往上長的。這時他們就開始在帳冊上動手腳，當時就像現在，這樣的事總會發生在景氣開始衰退的時候。上述這家知名德國保險公司的管理階層，實際上是將整 個公司都掏空了。在企業創辦人過世之後，他的繼任者覺得有責任要保持公司的成長，所以就從一九二六或一九二七年開始在帳冊上動手腳，到最後就倒閉了。大家 的反應就是呼籲管理階層要正直。
您認定有越來越多不可能的管理職務，且借用十九世紀新英格蘭航海用語「製造寡婦的元兇」（Widow makers）來比喻。這句航海用語本來是用來標榜要設計不會沉的船，但這些船卻都毫無理由地沉船了，人們也就因此馬上停止使用這種船。您和本書的其他作 者擔心，在管理的領域裡有越來越多的「製造寡婦的元兇」，原因之一是許多經理人過度的好勝心，另外管理組織制度上的錯誤，也是可能的原因。但是真正的原因 到底在哪裡？
有兩個主要的原因，一個是來自股市無情的壓力，要不斷追求營業額及獲利的成長，對資深經理人而言，這是一個非常沉重的負擔。不只在美國，在全世界都一樣，這種每三個月就要報告獲利及營業額成長狀況的巨大壓力，迫使管理階層變得非常短視近利。
第二個使人腐敗的壓力是，在評估一項決策時，在意的並不是這項決策是否正確，而是報章媒體會怎麼來評論這項決策。把公共關係看得比公司營運還要重要，這是非常危險的。當然特別是大集團比較會這樣。
第一章 成功領導人的特質
一個好的領導者，並不一定就是個天生的領導者。
像是杜魯門及雷根（Ronald Reagan）總統，他們兩位從今天的眼光來看，都不能算是天生的領導者。因為他們缺少一種領導者的魅力，不過儘管如此，他們仍然都是美國歷史上偉大的領導者。
同 樣的，在我六十五年的顧問生涯中，不管是在一般企業或是非營利機構，與我共事過的幾位出色的領導者，也都不是所謂天生的領導者。他們擁有不同的人格特質， 各有不同的主張和價值觀，也各有不同的特長和弱點，從極端外向的到近乎遺世獨立的都有。但他們成功的原因是一樣的，就是他們都堅定地奉行以下的八個原則：
● 他們會問：什麼是必須做的？
● 他們會問：什麼是對企業有利的？
● 他們會發展出一套行動方案。
● 他們會負起責任並做出決策。
● 他們會建立一個有效的溝通模式。
● 他們會專注於現有的機會。
● 他們會使會議具有建設性。
● 他們所想、所說的都會以「我們」為中心。
前面兩個原則，強調必須獲取足夠的知識以確保效率。接下來的四個原則，就是將他們獲取的知識轉化為有效的行動。而最後兩個原則，正是反應出他們在追求效能時所表現出來的態度。
一、具備必要的知識
一個有效能的領導者會表現出的一項特點，就是他們會問：「什麼是必須做的？」，而不是「什麼是我想做的？」。只有當某人會問：「什麼是必須做的？」並且看重那件事的時候，才能達到良好的效能。反之，一個不會檢視這個問題的領導者，不管他們有多大的潛能，都不能有效地發揮。
當 一九四五年羅斯福總統（Franklin D. Roosevelt）死後，杜魯門成為美國總統時，他很清楚他想做什麼。他想完成由羅斯福總統主導的「新政（New Deal）」社會經濟改革各項法案，本案因為第二次世界大戰而停擺。但是一旦問到：「什麼是必須做的？」，他就意識到必須將外交政策擺在第一順位。所以， 杜魯門總統每天工作的開始，就是用一些時間與外交和國防部長進行簡短的商談。他的外交政策使他成為最有成就的美國總統。他遏制了歐洲和亞洲共產主義勢力的 擴張，同時他所倡議的馬歇爾計畫（Marshall-Plan），更帶動了往後五十年全世界的經濟成長。
在回答「什麼是必須做的？」這個問題時，得到的結果常常是列出許多迫切要做的事。一個有效能的領導者不會分散自己的力量，他們會盡可能時時都專注在 一件事情上。只有極少數享受在有壓力的狀況下工作的人，能同時具有處理兩件事情的特長。在我所認識的領導者中，還沒有一個能同時將兩件以上的事情，處理得 又好又有成效的。一個有效能的領導者，在考慮過了「什麼是必須做的？」之後，會訂出工作的優先順序，並且照著順序來處理。
其他的事無論多麼 重要或是吸引人，都必須「延後」處理。其實，每位優秀的領導者都很清楚，「延後」事實上就等於是「取消」的意思。所以他們並不會不知變通，只是將「工作清 單」上所列的工作按順序做完，而是在每完成一件工作後，就會重新檢視「什麼是必須做的？」，結果就是不斷地會訂出新的優先順序。
曾擔任奇異公司首席執行長達二十年之久的威爾許（Jack Welch），是美國最著名的領導人物。他每五年便會再一次思考「什麼是現在必須做的？」
但是在他確定往後五年的工作重點之前，他還會再問自己一個問題：「在完成這項工作重點所要做的事情當中，我最擅長處理的是那一樣？」他會專心來處理這件事，而把其他的事情委派給適合的人去處理。這也是一個有效能的領導人所具備的特質，就是他絕對不會先去做他並不擅長的事。
領導者對企業具示範作用
這些領導者非常清楚自己的角色對整個企業具有示範的作用。我不只一次聽到那些位居管理高層的人引述一首古老英文童詩說：「猴子爬得越高，別人越看得清楚牠的屁股。」（譯注：引申意為能力差的人處在越高的職位，越容易暴露出他們的缺點。）
有效能的領導者知道高階管理做得好，企業也會同樣運作得好。如果高階經理人，無法讓自己的工作成效和標準成為別人的模範，那麼整個企業也無法獲致良好的成效。因此，一個有效能的領導者，會特別致力於那些能使他大展所長的工作。
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