通常配送無料 詳細
通常1~3か月以内に発送します。 在庫状況について
この商品は、Amazon.co.jp が販売、発送します。 ギフトラッピングを利用できます。

お届け先住所
アドレス帳を使用するにはサインインしてください
または
-
正しい郵便番号を入力してください。
または
+ ¥ 257 関東への配送料
中古品: 非常に良い | 詳細
発売元 thurmanbooks
コンディション: 中古品: 非常に良い
コメント: イギリスより発送。土日祝日を除き8~10営業日で配送可能。商品やサービスにご不満な場合は、返品・返金を保障いたします。
この商品をお持ちですか? マーケットプレイスに出品する
裏表紙を表示 表紙を表示
サンプルを聴く 再生中... 一時停止   Audible オーディオエディションのサンプルをお聴きいただいています。
この画像を表示

Peter F. Drucker's Next Management: New Institutions, New Theories and Practices (英語) ハードカバー – 2010/5


その他()の形式およびエディションを表示する 他のフォーマットおよびエディションを非表示にする
Amazon 価格
新品 中古品
ハードカバー
"もう一度試してください。"
¥ 3,768
¥ 3,268 ¥ 3,298
この商品の特別キャンペーン 本とのまとめ買いで対象商品が10%OFF 1 件


AmazonStudent

Amazon Student会員なら、この商品は+10%Amazonポイント還元(Amazonマーケットプレイスでのご注文は対象外)。

click to open popover

キャンペーンおよび追加情報

  • 本とまとめて購入すると、対象商品が10%OFFに!詳しくはこちらをご確認ください。 詳細はこちら (細則もこちらからご覧いただけます)
  • 【買取サービス】 Amazonアカウントを使用して簡単お申し込み。売りたいと思った時に、宅配買取もしくは出張買取を選択してご利用いただけます。 今すぐチェック。

Kindle 端末は必要ありません。無料 Kindle アプリのいずれかをダウンロードすると、スマートフォン、タブレットPCで Kindle 本をお読みいただけます。

  • Apple
  • Android
  • Android

無料アプリを入手するには、Eメールアドレスを入力してください。



登録情報

  • ハードカバー: 251ページ
  • 出版社: Sordon, Verlag (2010/05)
  • 言語: 英語
  • ISBN-10: 3981022866
  • ISBN-13: 978-3981022865
  • 発売日: 2010/05
  • 商品パッケージの寸法: 15.1 x 2.7 x 21.8 cm
  • おすすめ度: この商品の最初のレビューを書き込んでください。
  • Amazon 売れ筋ランキング: 洋書 - 1,231,842位 (洋書の売れ筋ランキングを見る)
  • さらに安い価格について知らせる
    この商品を出品する場合、出品者サポートを通じて更新を提案したいですか?

カスタマーレビュー

Amazon.co.jp にはまだカスタマーレビューはありません
星5つ
星4つ
星3つ
星2つ
星1つ

Amazon.com で最も参考になったカスタマーレビュー (beta) (「Early Reviewer Program」のレビューが含まれている場合があります)

Amazon.com: 5つ星のうち 5.0 1件のカスタマーレビュー
5つ星のうち 5.0 Drucker's Next Management - Excellent Essays about Peter F. Drucker - revisited 2016. 2016/1/20
投稿者 Peter de Toma sen. - (Amazon.com)
形式: ハードカバー
Peter F. Drucker’s Next Management consists of essays provided by twenty-three authors with detailed knowledge of Drucker’s oeuvre.
In this review you find some selected topics with original quotes and my comments (MC).

“Why are Management thinkers like Peter Drucker so influential?” By Winfried Weber. …
Why are management thinkers so influential? Why does their influence go on growing? Pg. 15.
When we talk about management thinkers, names like Peter Drucker, C.K. Prahalad, Charles Handy, Tom Peters or Michael Porter come into play. Yet, there has been hardly any research on their influence.
If you ask around randomly among your acquaintances, the resonance of popular management thinkers with practitioners in management is not exactly overwhelming: “Peter Drucker? Yeas, head of him. But I have to admit I haven’t actually read anything by him yet.”
“C. K. Prahalad? Was that the one with the core competencies?”
“Michael Porter? Too sophisticated for me.” …
And why are people prepared to spend three thousand dollars for a day-and-a-half’s business forum with Jim Collins, Robert Kaplan, Jack Welch or Bill Clinton?
Or why do books on management sell in millions?
Ursula Weidenfeld, a German editor-in-chief, does not dispute that books on management are indeed bought. However, she is not convinced that these books get read all that much. For Weidenfeld, the secret of good literature on management is: “You don’t need to read them to know that they confirm your own wishes and preferences.” As far as she is concerned, one of this world’s unexplained riddles is that the print runs of books on management are rising but the number of people who, in fact, read them is just about nil. …
However, no one seriously doubts that today management thinkers have a great influence on management. Pg. 16.
Charles Handy has coined the apt metaphor for management thinkers: the honey-bees of management. According to him, philosophers of management have the role: “to interpret and spread around what seems to be working. They are the honey-bees of management, buzzing around the world, writing, preaching, consulting.” Pg. 17. …
From 1946, Heinz Simon provides us with two particular sentences, which are timeless, like so many from Drucker, and offer a guide to every manager … Pg. 20.

MC: Peter Drucker is a class of his own; there are no management thinkers like him. Thinkers of different qualities – e.g. Drucker and Handy – are mixed up with practitioners – Watson Sr., Watson Jr., Welch, Gates, Jobs etc. – and politicians – Clinton.
The assumption that “the number of people who, in fact, read” contributes to the business of the “honey-bees”.
Those who are paying high fees – three thousand dollars - instead of studying “best business books” – for thirty dollars each – are in fact visiting a circus with famous actors providing entertainment under the guise of “next management”; the actors get the honey and the audience leaves without any benefit and reward.
Simon’s first name is Herbert, he is a Nobel prize winner and the title of his excellent book is “Administrative Behavior.”

“Peter F. Drucker, the Discoverer of Management” by Fredmund Malik …
Back in 1988 when we met for the first time for a hands-on collaboration involving Austria’s nationalized industrial sector he charged me with this mandate: “You will have to reinvent this model for the 21st century, because society will be different.” He thus remained highly interested in my ideas, and the last time I visited him in January 2005, ten months before he died, he wanted to know everything about the status of the six-volume work I was writing outlining my management concepts. Pg. 33/34. …
Drucker’s great achievement is not in invention or discovery, but rather recognition of the importance of management in its multidimensional complexity as a creative and dynamic force in society. Pg. 37.

MC: When Peter Drucker gave Malik that mission in 1988 it was obvious that no one born in 1944 can reinvent a model for the 21st century. Drucker, seventy-nine years old, knew this, Malik did not get it.
Malik should have responded to humble Drucker that Drucker’s oeuvre – approx. 40 books - is full of lessons for the 21st century instead of emphasizing his six books.
Malik calls Drucker in the headline of his essay the discoverer; then he writes Drucker’s great achievement is not in discovery.
Winfried Weber in his essay about management thinkers quoted above did not mention Malik.
Bruce Rosenstein in “Create your Future the Peter Drucker Way”, published in 2014, is convinced, that Drucker’s successor is Drucker, Pg. 61.
As a substitute Malik quotes himself twice.

“Peter F. Drucker: Man of the Past, Man of the Future. A Personal Homage” by Hermann Simon Pg. 64.

MC: this is one of the best parts of this book and demonstrates that Hermann Simon understood perfectly Peter Drucker and his importance for the future.

“Drucker’s Most Important Lesson” by William A. Cohen

MC: this is an interesting essay; I suggest reading Cohen’s book “A Class with Drucker” published in 2008.

“Business as an Innovative Agent of Change” by Elizabeth Haas Edersheim and Young-Chul-Chang. and “Entrepreneurship as an Innovative Process” by Günter Faltin, Pg. 102ff./116ff. are elaborations on Peter Drucker’s excellent “Innovation and Entrepreneurship” published in 1985.

“Peter Drucker: The Grandfather of Modern Marketing” by Philip Kotler. Pg. 123 …
Meeting with Peter Drucker …
Peter and I would correspond occasionally. What impressed me is that he would handwrite his notes. No typewriter, no computer. He probably used a typewriter but not in his personal correspondence with me. …
Elizabeth Haas Edersheim who knew Peter well, and wrote The Definitive Drucker, mentioned some other customer-oriented questions that Peter would ask, each of which would require more deep CEO thought. Pg. 125.
“The aim or marketing is to know and understand the customer so well the product or service fits him and sells itself.”

MC: with my long experience in selling and sales management of complex products and services I understand this ambition of marketing experts; for whatever reason, they don’t like sales very much; however, there is no complex deal without sales.

“The Credit Crisis: Leaders who have failed the Drucker Test” by M.S.S. El Namaki. Pg. 143ff. …
Managing oneself: the fundamentals …Who failed the Drucker test? …
Rick Wagoner of General Motors …
Richard Fuld of Lehman’s …
Sir Frederik Goodwin of the Royal Bank of Scotland …
What have they failed at? … Knowing your strengths. … Adopting the right values …
Judging, objectively, performance … Measuring contribution …Thinking of the second half of life. Is there a lesson to be learned? The management of oneself metric …
Summary and conclusions.
Drucker’s “Managing oneself” provided a blueprint for self-management with the ultimate goal of delivering sound executive performance, and, leadership.

MC: next to Hermann Simon’s essay this essay is an excellent contribution to the question “how would Peter Drucker have commented on the financial crisis 2007/2008?”

“Living in more than one world: Peter Drucker and Self-Development for Knowledge Workers” by Bruce Rosenstein. Pg. 154ff. …
I began to study Peter Drucker’s ideas seriously in 1986, when his 839-page tome Management: Tasks, Responsibilities, Practices was assigned as the textbook for the management course I was taking at the Catholic University of America’s School of Library and Information Science. That introduction launched my self-study of Drucker’s work and of business and management books by other authors that continues to this day. Pg. 154.
The 2008 publication of his “Management: Revised Edition" (the update of Management: Tasks, Responsibilities, Practices, originally published in 1973) showed an emphasis on the individual knowledge worker that had been absent from the original book. The last part of the book is entitled “New Demands on the Individual,” beginning with the chapter “Managing Oneself.”
MC: Rosenstein’s observation about Drucker’s “Managing Oneself” is very important; “Management: Revised Edition” was “revised and updated by Joseph A. Maciariello”.
Without Maciariello’s contribution the legacy of Peter Drucker would not be the same.

“Appreciated in Principle – Disregarded in Practice: Why Peter F. Drucker is relevant today!” by Thomas Sattelberger. Pg. 158ff.
Business Schools have to make moral reasoning an integral part of every case study and business case. They have to demand unbounded thinking and inner independence at all times. They have to include the Drucker Method in each degree, in very course and every class!
Become a moral institution in itself.
Business Schools have to act on four major rules. First: Recruit the right people. Accept only those who are of pure conscious. Second: Evangelize students for their future role in society using sticks and carrots. Third: Building up a reliable HR management to monitor and enforce compliance. Fourth: Sensitize the faculty for their moral challenge and sanction misconduct at all costs. Pg. 167.

MC: as a former top executive Sattelberger is an experienced practitioner knowing the best business management writers and books.
According to HR Managers in his organization the excellent books by Dave Ulrich were considered the bible for HR Management.

“The Meaning of Peter Drucker to Today’s Chinese Executives” by Siu-Ki Henry To. Pg. 168.

MC: the transfer of Peter Drucker’s oeuvre to Asia was started by Peter Drucker with his teaching and consulting in Japan; the successful deployment of his oeuvre across Asia and Africa is of utmost importance. According to Weber’s essay – see above – Europe is not a good role model: “There are only a few scholars in industrial countries, like Germany, France or Italy for example, who have read his texts, and not much more than a fraction of his books, if that, figure in the university libraries of these countries.” Pg. 18.

“The Drucker Challenge – Turning Ideas into Results” by Rick Wartzman. Pg. 173ff.
Doing vs. Talking. Pg. 173. … Mulling the Mission.
The Drucker Institute was launched in 2007, two years after Peter Drucker died. …
With that in mind, the Institute’s Board of Advisors handed the following mission to me and my staff: to take Peter Drucker’s ideas and ideals to new audiences in new ways. …
So in June 2008, at the behest of the Institute staff, our Board approved a change. Our new mission became to stimulate effective management and ethical leadership across all sectors of society. Pg. 174. … Understanding the Customer – and Noncustomer. Pg. 175 … Drucker Apps … Pg. 176 … Polishing the Pruning shears. Pg. 177. …But with a small staff – and there are just six of us at the Drucker Institute – we could reach only hundreds of people a year this way. And we didn’t think we were having much of an impact with it. So we’ve handed the “Responsibility Gap” presentation to our Drucker Societies, allowing our legions of volunteers to extend its reach. Back at the Institute, meanwhile, we’ve put the program on what Drucker called “milking status”: …Being relentless in our focus – to the point of saying no to good ideas – has allowed us to put most of our energy into just three areas: the Drucker Societies, Drucker Apps, and our new management training product, Drucker Unpacked. Pg. 178 …
Inspiring to Action. Pg. 178.

MC: if we consider Weber’s essay, the status in Europe and Malik’s observations in China – in his essay he wrote “as a keynote speaker at conferences in Beijing, Shanghai and Vienna I was pleased to observe a great amount of interest in Drucker’s management ideas, though I was perturbed at the general lack of knowledge out there” Pg. 34 – the approach does not seem to be very successful. If people with Drucker know how write and speak about Drucker the focus is on Drucker snippets instead of providing systematically Drucker’s lessons for the future.
Drucker Societies present top notch speakers – thinkers and doers. For a few they are more a platform for self-adulation and self-congratulation a la Malik.
Conveying Drucker’s lessons for the future as a benchmark for effective and efficient management is not primarily in the center of the activities.

Part V is called Peter Drucker’s Next Management with the following essays:

“Peter Drucker’s Paradoxical Intervention” by Dirk Baecker. Pg. 183.

MC: the title reminds me of Viktor Frankl (1905 Vienna, Austria – 1997 Vienna, Austria), the excellent, world famous neurologist, psychiatrist and holocaust survivor – “Man’s Search for Meaning” published in 1946”. Drucker admired Abraham Maslow, unfortunately he never mentioned Frankl, Malik did so.

“Drucker’s one Thing” by Janis Bragen Balda …
I have never forgotten his commitment to what some would call an “idea” but what I would call a passion, or even perhaps an existential way of being – that the key to effectiveness in live is to discern and live out of one’s strengths. I agreed wholeheartedly with this principle and think the proof of the power of the statement was in Peter himself. Pg. 191.
“Open Source Practices as a Precursor to Peter Drucker’s Next Society” by Ulrich Klotz. Pg. 195ff. … The Dilemma of the Century. Pg. 197 … Trade Union 2.0? Pg. 199
“Management as a Bridge between Culture and Civilization: A Philosophical Framework for the Next Century” by Atsuo Ueda – Interview and Production by Yasushi Isaka. Pg. 202.
I believe there are two ways to interpret how Drucker “invented” management. One is that he established its framework, or discipline. The other is that he developed most of the management skills. In a way, these two parts – the framework and the skills – function as two wheels.
In fact, more than 80% of the concepts and the skills associated with management originated with Drucker – which many management scholars, and marketing and strategy experts admit. A case in point is Theodore Levitt, a marketing authority, and self-admitted Drucker plagiarists. Drucker disciples take many paths. Some consciously build upon Drucker’s system; others take Drucker’s ideas without giving him credit; and yet others take them to build their own brand.

MC: with my knowledge of the books by and about Peter Drucker I confirm this view.

Quotation continued:
For example, even though such skills, or methodologies, applied by many business organizations today, like the “balanced scorecard”, have been refined, 80% of those concepts were laid out in Drucker’s The Practice of Management. Pg. 203.
Or rather, if we can say that the concept of management was originated by Drucker, theoretically, it can be said that it is impossible to engage in management without referring to Drucker. The difference is whether or not you acknowledge this. Pg. 210
“Theories follow Events” …
It is because the related reality itself does not yet exist, and neither do theories of the global market, or global business. “Theories follow events.” That’s from his Management. From now on, global business must work hard to discover what it should be. However, Drucker’s framework should prove useful here; at its core is society and people as social entities. Pg. 213.

MC: the paragraph could also be called “Doers before Thinkers”. Drucker knew it.

“Managing in the Era of Complexity – Peter Drucker’s Landmark” by Winfried Weber. Pg. 216ff. …
How do leadership masters deal with complexity? Organisations are as complex as chess because they are social systems acting in an unexpectable environment. Pg. 217. …
Like chess grand masters, professional managers develop a rich and complex communication stage where observations are ambivalent. … People of the next society are fascinated and challenged by complexity, they ‘act as to increase the number of choices’, they build up the game. Pg. 221.

MC: I am not aware that Drucker made such comparisons. Comparing organisations with chess
is inappropriate because there are no fixed business rules beyond laws and regulations. Maybe, in science fiction one could imagine replacing a CEO or professional managers by computers since IBM Deep Blue won against World Chess Champion Kasparov in 1997.

“Peter Drucker’s Ten Memos for the Next Management” by Winfried W. Weber. Pg. 223ff. …
These are what I consider to be Drucker’s ten most important memos:
1. Management is about human beings. Its task is to make people capable of joint performance
2. Management means communicating
3. Organise things, so that knowledge becomes productive
4. Eliminate waste
5. Observe organisations’ environments
6. See in contradictions chances to enhance your own organisation’s performance
7. Network with competent colleagues from non-profit, for-profit and public organisations and
take on social responsibilities.
8. Identify your personal strengths, use the strengths of your team, and make strengths effective
and weaknesses irrelevant.
9. Integrate entrepreneurship and innovation into what you do everyday.
10. Come to an agreement with your colleagues about a minimal code of ethics for the
management profession..

MC: knowing the books written by and about Peter Drucker I am convinced that you can neither summarize Drucker’s oeuvre in ten memos nor reduce it that way.
このレビューはお役に立ちましたか? ご意見はクチコミでお聞かせください。

関連商品を探す