Without much doubt, Peter F. Drucker and Thomas J. Peters have shaped the idea of modern management more than any others over the last six decades. Drucker is said to have "invented" management as a discipline worthy of study—in particular, he gave management of large firms the essential tools to deal with their post-World War II enormity, complexity, and growing global reach. Tom Peters, in turn, led the way in preparing management for the current era of staggering change, starting in the mid-1970s. 1
Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter F. Drucker (1909-2005), the basic task of management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization's resources in order to achieve the objectives of that policy.2
- Management - Oneself : Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform.
- Team Management : Team management is the process of leading a group of individuals within an organization to accomplish a project or task with maximum efficiency.
- Epics : Epics are large bodies of work that can be broken down into a number of smaller tasks (called stories).
- User Story and Acceptance Criteria : User stories are one of the primary development artifacts for Scrum and Extreme Programming (XP) project teams.
- Scrum : Scrum is a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.
- Atlassian Jira : Jira Software is built for every member of your software team to plan, track, and release great software.
- Design and Systems Thinking : Design Thinking is a human-centered approach to innovation
(November 19, 1909 - November 11, 2005) was a writer, management consultant, and self-described "social ecologist." His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term "knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.1
The Effective Executive: The Definitive Guide to Getting the Right Things Done - The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can, and must, be learned:
- Managing time
- Choosing what to contribute to the organization
- Knowing where and how to mobilize strength for best effect
- Setting the right priorities
- Knitting all of them together with effective decision-making
Management Rev Ed - And in 1974, with MANAGEMENT, he published the book that would come to define the field. In this seminal work, Drucker explored how managers- -in the for-profit and public service sectors alike- -can perform effectively. Examining management cases with a global eye, Drucker laid out the essentials of performance, and of how a manager interacts with their organization and the social and cultural environment in which they operate. For three decades, managers and students of business worldwide have relied on Peter Drucker to prepare themselves to meet the challenges of an ever-changing business environment. The result is a book that- -while still a fundamental work- -has also slipped substantially behind the current business climate.
The essential book on management from the man who invented the discipline.
(born November 7, 1942) is an American writer on business management practices, best known for In Search of Excellence (co-authored with Robert H. Waterman Jr).1
Thomas J. Peters, "uber-guru of business" (Fortune and The Economist), is the author of many international bestsellers, including A Passion for Excellence and Thriving on Chaos. Peters, "the father of the post-modern corporation" (Los Angeles Times), is the chairman of Tom Peters Company and lives in Vermont.2
Peters states that directly after graduating with a PhD from Stanford in 1977, and returning to McKinsey, the new managing director, Ron Daniel, handed him a "fascinating assignment." Motivated by the new ideas coming from Bruce Henderson's Boston Consulting Group, Daniel noted that businesses often failed to effectively implement new strategies, so Peters "was asked to look at 'organization effectiveness' and 'implementation issues' in an inconsequential offshoot project nested in McKinsey's rather offbeat San Francisco office.3
(March 20, 1856 - March 21, 1915) was an American mechanical engineer who sought to improve industrial efficiency.1
American inventor and engineer who is known as the father of scientific management. His system of industrial management has influenced the development of virtually every country enjoying the benefits of modern industry.
Taylor was the son of a lawyer. He entered Phillips Exeter Academy in New Hampshire in 1872, where he led his class scholastically. After passing the entrance examination for Harvard, he was forced to abandon plans for matriculation, as his eyesight had deteriorated from night study. With sight restored in 1875, he was apprenticed to learn the trades of patternmaker and machinist at the Enterprise Hydraulic Works in Philadelphia. Three years later he went to the Midvale Steel Company, where, starting as a machine shop labourer, he became successively shop clerk, machinist, gang boss, foreman, maintenance foreman, head of the drawing office, and chief engineer.2
(1900-1993) is widely acknowledged as the leading management thinker in the field of quality. He was a statistician and business consultant whose methods helped hasten Japan’s recovery after the Second World War and beyond. He derived the first philosophy and method that allowed individuals and organisations to plan and continually improve themselves, their relationships, processes, products and services. His philosophy is one of cooperation and continual improvement; it avoids blame and redefines mistakes as opportunities for improvement. 1
The Deming Management Method - Whether you're the owner of our own small business, a middle manager in a mid-sized company, or the CEO of a multinational, this book can show you how to improve your profits and productivity. How? By following the principles of The Deming Management Method.
Middle- and top-echelon managers in particular will find Dr. Deming's method provocative and controversial. He is for a total revamping of the way American managers manage. Some of his pet peeves are: managers who manage by slogans or by setting quotas, managers who don't know what their jobs are and who can't define the responsibilities of the workers under them, managers who tend to blame workers, not realizing that workers want to take pride in their work. Change, Dr. Deming beliees, starts at the top with an informed, quality-conscious management. This book includes excellent advice on how to achieve that level of management expertise in the author's analysis of Dr. Deming's famous 14 Points for Managers and his Deadly diseases of management.
Dr. Deming's management techniques are all carefully explained in this detailed, step-by-step treatment of their major points and of their practical applications to everyday business life.
A large portion of The Deming Management Method is devoted to practical applications of the method by some of American's most innovative firms, including Honeywell, AT&T and Campbell's Soup.