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- Peter Ferdinand Drucker
- 1974
- “Leadership is not magnetic personality, that can just as well be a glib tongue. It is not "making friends and influencing people", that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.”
- “A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization.”
- “The one man to distrust, however, is the man who never makes a mistake, never commits a blunder, never fails in what he tries to do. He is either a phony, or he stays with the safe, the tried, and the trivial.”
- “Psychological despotism, whether enlightened or not, is gross misuse of psychology. The main purpose of psychology is to acquire insight into, and mastery of, oneself.
Mar 23, 2016 · This article addresses the role of knowledge workers’ virtues within the knowledge society according to the late Peter Drucker’s management theory as synthesized by Maciariello (2009). Given that Drucker’s ideas are deeply rooted in, and influenced by, an Aristotelian perspective, the notion of knowledge workers’ virtues can be explored ...
- Alvaro Turriago-Hoyos, Ulf Thoene, Surendra Arjoon
- 2016
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- What Is Acceptable vs. What Is Not?
- Drucker’s Struggles
- An Example
- The Ethics of Prudence
- The Ethics of Profit
- Confucius Thought
- Ethics Decisions Are Frequently Based on Doing The Right Thing
- Drucker Viewed Extortion and Bribery as He Did A Robbery
- What Exactly Did Drucker Believe?
Drucker recognized that what one culture might find acceptable or even a requirement for ethical behaviour might be totally different for another. An example he used in class was the custom for corporations in Japan to reward underpaid government officials after their retirement if the corporations had benefitted from the actions of these officials...
Drucker looked at the determination of right and wrong in questions of conduct and conscience by analysing cases that illustrated general ethical rules. This might be called cost-benefit ethics or ethics for the greater good. Essentially it means that those in power—CEOs, kings, presidents—have a higher duty if their behavior can be argued to confe...
When a U-2 aircraft piloted by Francis Gary Powers was brought down by an anti-aircraft missile over Russia, President Eisenhower publicly lied about the fact that Powers was on a spy mission. President Eisenhower’s ethics were not challenged. He had lied for the greater good, a higher responsibility and so most thought this acceptable. Casuistry s...
To be prudent means to be careful or cautious. It has benefits, but also serious defects. When I first became an Air Force general, someone warned us “Never do anything you wouldn’t want seen on the front page of The Air Force Times.” Now, the ethics of prudence may be good advice for staying out of trouble, but it is not much of a basis for ethica...
Drucker also thought through an approach that he called “The Ethics of Profit.” Drucker was not talking about limiting profits. Much to the contrary, Drucker wrote that it would be socially irresponsible and most certainly unethical if a business did not show a profit at least equal to the cost of capital, because failing to do so would be wasting ...
Drucker felt that Confucian ethics were “the most successful and most durable,” although he came short of recommending Confucian ethics as the solution. In Confucian ethics, the rules are the same for all, but there are different general rules that vary according to five basic relationships–all based on interdependence. These five are: 1. superior ...
With ethics and the like, Drucker found an antagonist he could not easily overcome. Where does the difference between positive thinking about the future of a product, service, or business differ from the facts sufficiently enough to make an administrator’s statements a lie to the media rather than positive thinking and a “win attitude”? Drucker bel...
Drucker noted that bribery was not desirable from the viewpoint of the victim, from whom a bribe was extorted. The payment of bribes overseas was made illegal in the United States by an act of Congress with The Foreign Corrupt Practices Act in 1977. This penalized the victim, not the perpetrator. Drucker pointed out that if someone robbed you at gu...
Drucker felt that managers should incorporate the following into their practicing personal philosophy and practice of ethics in their professional lives: 1. The ethics of personal responsibility from the physician Hippocrates: “Primum Non Nocere, which means, “above all (or first) do no harm.” 1. The mirror test: what kind of person do I want to se...
Peter F. Drucker is the management theorist. He is considered to be the founding father of modern management. 1 Peter Drucker, whose life spanned the past century (1909 – 2005), was a highly educated citizen of the world: a creative spirit who wrote thirty-nine books including many classic works on business management. He was a man of many ...
Mar 23, 2016 · Email: alvaroth@unisabana.edu.co. Knowledge Workers and Virtues in Peter. Drucker’s Management Theory. Alvaro Turriago-Hoyos 1, Ulf Thoene 1, and Surendra Arjoon 2. Abstract. The fallout of the ...
Jul 21, 2017 · Social and human value of work. The crucial point here, as Drucker has suggested, is that the economy and society are not the same things. Robert Kennedy, in one of his most eloquent speeches, declared that judging a country entirely by its gross domestic product ‘measures everything except that which makes life worthwhile’.
Dec 15, 2022 · Peter Drucker’s management theory . took form in his 1954 book, The Practice of Management. He discusses the concept of management by objectives or MBO. This is a five-step process that governs effective management. The steps are as follows: Define organizational objectives. Communicate objectives to employees. Monitor employee performance.
