...The Drucker Assignment Kenny Astrianti In order for a business to grow, or even to stay alive, it will need to be innovative. Especially in this era of globalization, where competition between companies is getting more extreme and technology is vastly changing. Most people will agree that it is important, for business and individual, to stay innovative. Chapter 20 “Principles Of Innovations” enlightens me the most for several reasons. Firstly, although the chapter was first published in 1985, Drucker’s concept on how to innovate can still be applied today. Secondly, the concept introduced in this chapter will be incredibly beneficial for me to build my career, and to be a better individual, later on. And thirdly, the chapter topic “The Dos” really helps me to acknowledge the things that have to be done to be a performer in innovation. Coming from Indonesia that still struggles with poverty and unemployment, I fully realized the need to be innovative, however, I always questions the on how to innovate and this chapter really improved my knowledge to identify the source of innovations and what to do with it. 27-years after the chapter was published, Drucker principles of innovation can still be applied on today’s business environment. Drucker’s explanation on the sources of innovation gave me a different point of view on how to innovate. Prior to reading this chapter, I thought some people, like Steve Jobs, are born with the innovation DNA because I have not understand on how...
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...The Discipline of Innovation by Peter F Drucker . Reprint r0208f August 2002 HBR Case Study The Sputtering R&D Machine Martha Craumer r0208a Voices Inspiring Innovation Creativity Under the Gun Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer r0208b r0208c The Failure -Tolerant Leader Richard Farson and Ralph Keyes r0208d r0208e Breaking Out of the Innovation Box John D. Wolpert Best of HBR The Discipline of Innovation Peter F Drucker . r0208f r0208g r0208h r0208j Research That Reinvents the Corporation John Seely Brown Tough-Minded Ways to Get Innovative Andrall E. Pearson Organizing for Innovation: When Is Virtual Virtuous? Henry W. Chesbrough and David J. Teece Creativity Is Not Enough Theodore Levitt r0208k In Closing Stumbling into Brilliance Danny Hillis r0208l BEST OF HBR 1985 The Discipline of Innovation by Peter F Drucker . How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the...
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...Why did you select this chapter? What enlightened you? How will you use this in your career? This chapter told me about the emergence of a new order of employees. In the age where there are millions of people constantly competing with each other to get noticed, be heard and land the perfect job opportunity, sometimes one can lose the plot. We often lose perspective of what is actually needed in a bid to be the best. How do we define the best? Have they graduated from the best colleges? Do they have the best internships? Do they about everything? Do they have to know about everything? How does one stay at the top of their game in such cut-throat times? These are questions which have crossed almost every student’s mind and they crossed my mind too. In fact, they consumed me so that my life started revolving around resolving these questions. We start equipping ourselves with skills and knowledge we think will make us viable employees but just having a particular skill is not the end. It is a means to the end, as the author mentioned. He spoke in depth about the knowledge worker and what motivates them to do work. Today, a knowledge worker is a company’s asset. They are the centre when information is processed, assimilated and disseminated in the form of ideas and action plans. They tie their skills, intelligence, and imagination and apply it to real life situations in a way that a computer will not. This just proves that human capital cannot be neglected at the end of the...
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...the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets. According to the online article, Understanding Entrepreneurial Leadership in today’s Dynamic Markets, the new definition of entrepreneurial leadership is explain through Sashkin M. Rosenbach as, “…clarity, communication, consistency, caring, creating opportunities, self-confidence, power need and its use, and vision. They also include how they are defined and their importance, coordination, how people work together to get the job done, and the strength of shared values and beliefs, that is, the degree to which people in the organization generally agree that these values and beliefs are important and should guide their actions.” (2010) In a pod cast by Steve Case, he states, “….entrepreneurship is important not just in terms of creating value that rewards shareholders or employees. It’s also important in terms of the underlying economic future of our country.” (Steve Case, Feb. 2010) Steve also believes that the three P’s; people, passion, and perseverance, are the focus points on being an entrepreneur because all three creates the right balance for an organization to achieve any possibility. According to Peter Drucker, his entrepreneurial strategies are explained as, “1. Being fustest with the mostes...
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...| Peter F. Drucker is the management scholar. He is thought to be the establishing father of current management. Peter Drucker, whose life crossed the previous century (1909 – 2005), was an exceedingly instructed native of the world: an innovative soul who composed thirty-nine books including numerous fantastic chips away at business management. He was a man of numerous parts: a sharp eyewitness, a long lasting understudy, an educator, mentor of eminent corporate pioneers, and the organizer of an official school in Claremont, California, that bears his name. Peter Ferdinand Drucker was an author, management advisor and college teacher. His written work concentrated on management related writing. Peter Drucker made well known the term information specialist and is thought to have unknowingly introduced the learning economy, which viably challenges Karl Marx's reality perspective of the political economy. George Orwell credits Peter Drucker as one of the main journalists to foresee the German-Soviet Pact of 1939. Much has been said and composed of his accomplishments, but then there is a lesser-known side to Peter Drucker; that other side is the subject of this paper. He was hesitant about his own reasoning of life. He additionally emphatically protested being known as a ‘management master’ – a sobriquet frequently attached to him. As opposed to being a supplier of answers, Drucker constantly remained an examiner: his showing strategy was Socratic. What mattered most was the...
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... A Class with Drucker The Lost Lessons of the World’s Greatest Management Teacher BY WILLIAM A. COHEN, PhD A M E R I C A N NEW YORK I M A N A G E M E N T I A S S O C I A T I O N I AT L A N TA I I B R U S SE L S I CHICAGO I MEXICO CITY I SAN FRANCISCO D. C. S H A N G H A I T O K Y O T O R O N T O W A S H I N G T O N, Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel: 212-903-8316. Fax: 212903-8083. E-mail: specialsls@amanet.org Website: www.amacombooks.org/go/specialsales To view all AMACOM titles go to: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Cohen, William A., 1937– A class with Drucker : the lost lessons of the world’s greatest management teacher by William A. Cohen. p. cm. Includes index. ISBN 978-0-8144-0919-0 1. Management. 2. Executives—Training of. 3. Drucker, Peter F (Peter Ferdinand), . 1909-2005...
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...courageously defeated powerful Ravana and rescued Sita. Ravana’s army was more powerful, than Rama’s army, and then also Rama believed in his soldiers and motivated his troop to continue the unequal fight, and win against Ravana. It is clear that a good manager is the one who believes in his workforce and respect their skills. From Lord Rama, Maintain resolve during crisis and take proactive steps to meet challenges. I believe that today's business world can benefit a lot from lord Rama’s leadership skills. Thus, I want to learn his secrets to stand courageously in great adversity. I also want to learn the lessons to be a excellent leader from Lord Rama. The second person would be the famous American management consultant, Peter Drucker. Peter Drucker was the inventor of the concept known as "management by objective" and developed the modern...
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...Copyright © 2013 by William A. Cohen. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. ISBN: 978-0-07-177863-3 MHID: 0-07-177863-2 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07177862-6, MHID: 0-07-177862-4. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. To contact a representative please e-mail us at bulksales@mcgraw-hill.com. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute,...
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...and what drives them. A tool for self-assesment and transformation, answering these five question will fundamentally change the way that you work helping you lead your organization to an exceptional level of performance. Peters question are What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan? These essential questions grounded in Peter Drukers theories of management will take readers on the exploration of organizational and personal self-discovery giving them the means to assess how to be, how to develop quality, character, mindset, values and courage. The questions lead to action. By asking these questions, readers can focus on what they are doing in their work and how to do it better. Designed for todays busy professionals First established as the Peter F. Drucker Foundation for Nonprofit Managment, the Leader to Leader Institute's mission is to strengthen the leadership of the social sector. In collaboration with its partners in the private and public sectors, the Institute furthers its mission by providing social sector leaders with the essential leadership wisdom from all sectors and the resources needed to lead for innovation and to build vibrant organizations. Peter F. Drucker is known as the "father of modern management," and is a best-selling author of thirty-two books including the best-seller The Effective Executive. He is world-renowned thinker on leadership and management and his work has...
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...------------------------------------------------- READING NOTES: The Discipline of Innovation In this article, Peter F. Drucker provides us a complete framework of the “Innovation”. Systematic innovation is both work and inspiration: it is at the heart of entrepreneurship. According to him, there are three requirements that must be met in order to succeed in innovation: KNOWLEDGE (study potential customers’ needs and expectations), INGENUITY (think about something simple and useful. “Faster, Better, Cheaper” summarize it well) and FOCUS (start with a small idea and make it growth to arrive to an effective innovation). Innovation is also a change in the behavior of people in general or a change in process (how people work or act). The main question is how to innovate. Peter F. Drucker writes that companies have to look for OPPORTUNITIES. He identifies seven ways to innovate, called “the seven sources of innovation”. He divides theses sources in 2 groups: the first four sources lie within the company and the last three depends on the environment of the company (external factors). Unexpected occurrences Successes or failures Incongruities Differences between what it is and what people wants Process needs New product/service is an answer to a need Industry/market changes Offer possibilities to launch a new product/service Demographic changes Statistics about population move quickly Changes in perception Meaning and mood change from a generation...
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...Leadership Reflection This paper reflects on the following questions: What do you think is your passion? Why do you say this is your passion, as it may be manifested in your personality, personal history and lineage? --- As I was reflecting on this intently, I came across this online article from Harvard Business Review where Peter Drucker, one of the most influential people in the area of modern management, talked about the topic on managing oneself. And an excerpt from this article below quite interests me the most. “Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.” - by Peter F. Drucker, Harvard Business Review: “Managing Oneself”; http://hbr.org/2005/01/managing-oneself/ar/1 This struck me quite a bit as I found this a bit ironic, because this somehow describes how things are unravelling, particularly on the state of my profession right now, and the state of things, in general. Well, I am not quite sure what I’m really good at. It’s not like I’m inept. It’s just that I am not sure if I’m really good at something. I’ve always engaged myself with so many things back then as my personal history reveals, as “jack of all trades, master of none” identity. For example, I have passion for creating...
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...Assignment 1: Proposal Marquita Wright BUS 315 October 21, 2013 Diamond Dynamics is a company that builds drone navigation systems. Our vision statement is clear “There are two ways to change the world: the pen (the use of ideas) and the sword (the use of power). Peter Drucker chose the pen and thereby rewired the brains of thousands who carry the sword—and contributed as much to the triumph of the free world as any other individual.” By by Peter F. Drucker (Foreword to the book by Peter F. Drucker). I believe that this vision statement summaries what this company wants to achieve. We see the vision as a goal to change the world by picking up the pen and changing the world with no boundaries and also be a performance leader of Diamond Dynamics and to do that have to achieve to have operational excellence, customer satisfaction as well as support and training for all staff. Our mission statement is to provide the latest state-of-the art technology that is American made navigation drones system as well as to help protect and save the lives of others. Our companies’ product is navigation drone systems and we are currently creating a navigation drone system that does not need GPS. The reason for the new creation is because the military drones rely heavily on GPS for its navigation system to give guidance while in the air but there are some areas where a signal is not found. So like the military sub-contractor...
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...Aaron Kosai Caff 321 Professor Ostlund 9/15/15 Peter Drucker Writing assignment Peter Drucker’s four C’s of management are competence, character, compassion, and community. Competence is the ability to do something successfully and have a well understanding of the situation. In ones life requires a lot of competence to co existing with family and get along with others in a social setting. You definitely need to be competent when it comes to school and work. You have assignments and duties that require you to complete them efficiently and successfully. The next C is Character. Character is described as someone’s moral qualities. When it comes to family, character is big representation of you and the ones who raised you. As an older brother showing good character and setting a good example so the younger siblings have a role model to emulate. In a social setting, that’s when your true character is tested. Its not always easy doing the right thing but it shows your true colors taking a hard stance on what you believe is right. In school and at work showing you have good morals can help me gain the trust of others and hopefully climb the ladder to more successful opportunities. Compassion is Drucker’s next C of management. Having compassion is something that can be expressed through how we treat people. Whether it’s our family or the friends we hang out with. Treat everyone how you would want to be treated and realize no one is perfect. The final principal...
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...Mark Atia 7/25/2012 Extra Credit Assignment THE PRACTICE OF MANAGEMENT BY PETER DRUCKER The introduction is titled “The Nature of Management” and features three chapters. The first chapter is titled “The Role of Management”. The first two sentences in this chapter might be the best definition of a manager anyone has ever written. Drucker states that “the manager is the dynamic, life-giving element in every business. Without his leadership the “resources of production” remain resources and never become production”. To me this sums up what being a manager is all about. Later in the chapter he says “from the peak there is only one easy way to go: downwards. It always requires twice as much effort and skill to stay up as it did to climb up”. A powerful statement, that many do not realize. The second chapter, titled “The Jobs of Management”, Drucker talks about how the jobs of management are usually not known by people within the company. People know who the managers are but aren’t quite sure what they do. He breaks down what a managers’ job involves into a couple of key areas. The first of which is “economic performance”. With this Drucker say that management must always put economic performance first in every decision and action they make because this will justify their existence. Other areas of this chapter focus on management functions which include: their first job is managing a business, managing managers and managing both worker and work. The third chapter is called...
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...same computers are available in retail stores (Wal-Mart for example). Discuss whether or not you foresee Amazon expanding its channel of distribution to include retail locations. Create a table to compare and contrast the Websites: www.Amazon.com, www.BarnesAndNoble.com, and www.Borders.com, using the following criteria: functionality, design, content, originality, professionalism and effectiveness. Include the table as an appendix to the required paper. Company / Criteria | Functionality | Design | Content | Originality | Professionalism | Effectiveness | Amazon | | | | | | | Borders | | | | | | | Barnes and Noble | | | | | | | Reference List Entrepreneurial Strategies, Drucker, Peter F., California Management Review, Winter 85, Vol. 27 Issue 2, p9-25, 17p; (AN 4761590). How Can SCORE Help Me? Retrieved from http://www.score.org/index.html People, Passion, Perseverance: You've Got Entrepreneurship Podcast: http://www.entrepreneurship.org/en/resource-center/people-passion-perseverance-youve-got-entrepreneurship.aspx Video: http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2363 Rising to the Leadership Challenge Podcast: http://www.amanet.org/training/podcasts/James-Kouzes-on-Rising-to-the-Leadership-Challenge-08-27.aspx Understanding Entrepreneurial...
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