Management Theory, Unequal Playing Field & Negro Leagues
Transcript of Management Theory, Unequal Playing Field & Negro Leagues
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PETERDRUCKER:
THE MAN WHO INVENTEDMANAGEMENT
LIS 404 Spring 2010
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WHY DRUCKER MATTERS
Wrote 39 books (translated into many languages)
Worked with major corporations (G&E, Proctor &
Gamble, Toyota, etc.) and non-profits (Salvation
Army, Girl Scouts of America, etc.)Wrote extensively about management practices
(especially regarding worker satisfaction &
retention) in non-profit sphere.
Coined term knowledge worker Has influenced many modern management
theorists.
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SOME HIGHLIGHTS OF DRUCKERS THEORIES
Management is a practice, not a science.
Knowledge work is where the economy is headed.
Respect for workers as individuals.
Ethics and values are part of successful businesses.
Customer service is the highest priority.
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MANAGEMENT IS A PRACTICE, NOT A SCIENCE.
Drucker was dismissive of scientific management,and of purely theoretical intuitive management
theories.
Management is apractice rather than a science or
aprofession, though containing elements of both. . .We know far too little to put management into the
straitjacket of a science... We do know a good
dealthough the areas of ignorance and searching
exceed the areas in which we have truly firm, truly
tested, knowledge, and the right answer.Management: Revised Edition pg 11.
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MANAGEMENT IS A PRACTICE NOT SCIENCE,
CONT
What is management?
y It is about human beings.
y It is deeply intertwined with the culture of where it is practiced.
y Organizations must have commitment to common goals and
have shared values which management reinforces.y Every organization is a place where learning and teaching
goes on. This is facilitated by managers.
y Employees must communicate and have personalresponsibility.
y The bottom line and amount of widgets produced are not
complete measures of the performance of management oremployees.
y Positive results only exist when a customer is satisfied.Management: Revised Edition, pg 23-24.
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KNOWLEDGEWORKERS
Drucker coined the term knowledge worker in
1959 in his book Landmarks of Tomorrow: A Report
on the New Post-Modern World.
Knowledge workers own their own means ofproduction (information).
They are people with theoretical knowledge and
education.
They organize and synthesize information.
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TRAITS OF KNOWLEDGE ECONOMY
Borderlessness, because knowledge travels even
more effortlessly than money.
Upward mobility, available to everyone through
easily acquired formal education. The potential for failure as well as success. Anyone
can acquire the means of productionthat is, the
knowledge required for the jobbut not everyone
can win.
Management: Revised Edition, pg 37
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MANAGEMENT & KNOWLEDGEWORKERS
Drucker repeatedly used metaphor of conductor
and symphony.
The conductor needs to ensure all members of
symphony work together for maximum benefit. The conductor provides direction to skilled
musicians.
Musicians constantly work to improve their skills
and knowledge. Musicians have mobility. They own their means of
production (musical skill) and can leave at will.
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RESPECT FOR WORKERS
Because knowledge workers are highly mobile,
Drucker believed job satisfaction was key to
retaining them.
An organization has potential for greatness if everyemployee can answer yes to these questions:
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RESPECT FOR WORKERS
Because knowledge workers are highly mobile,
Drucker believed job satisfaction was key to
retaining them.
An organization has potential for greatness if everyemployee can answer yes to these questions:
y Are you treated every day with dignity and respect by
everyone you encounter?
y Are you given the things that you neededucation and
training and encouragement and supportso that youmake a contribution?
y Do people notice that you did it?
Definitive Drucker, pg 158
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IMPROVING KNOWLEDGEWORKER
PRODUCTIVITY
Define the task.
Focus on the task.
Define results.
Define quality.
Grant autonomy to the knowledge worker.
Demand accountability.
Build into tasks continuous learning and teaching.
Management: Revised Edition, pg 209
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ETHICS AND VALUES ARE PART OF
SUCCESSFUL BUSINESSES
A healthy business, a healthy university, a healthy
hospital cannot exist in a sick society. Management
has a self-interest in a healthy society.Management: Revised Edition, pg 213
A man might. . . lack judgment and ability, and yetnot do too much damage as a manger. But if he
lacks in character and integrity. . . destroys. He
destroys people, the most valuable resource of the
enterprise. He destroys spirit. And he destroysperformance.
Management, Revised Edition, pg 287
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CUSTOMER SERVICE IS CRUCIAL TO SUCCESS
There is only one valid definition of business
purpose: to create a customer.Management: Revised edition, pg 98
It is the customer who determines what a businessis, what it produces and whether it will prosper.
Essential Drucker, pg 43
Creating customers is the result of marketing and
innovation.
A business should research who is, and who is not,
their customer to better target goods and services.
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PROBLEMS WITH DRUCKER:
THE LEVEL PLAYING FIELD
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PROBLEMS WITH DRUCKER:
THE LEVEL PLAYING FIELD
Drucker had some large blind spots in the areas of
gender and race.
Drucker believed that education eliminated all
biases/barriers and the workplace was a levelplaying field.
Drucker didnt consider how cultural and
institutional biases prevent accurate assessments
of performance and merit.
These blind spots remained intact through his
writing in the 1990s and 2000s.
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PROBLEMS WITH DRUCKER:
THERE IS NO SEXISM
Knowledge and knowledge jobs are equally
accessible to both sexes. As soon as there were a
substantial number of knowledge jobs, women
began to qualify for them, reach for them, and move
into them.
Managing in a Time of Great Change pg 281
The higher up the ladder we go in knowledge work,
the more likely it is that men and women are doing
the same work.
Managing in a Time of Great Change pg 281
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PROBLEMS WITH DRUCKER:
THERE IS NO SEXISM, CONT
Drucker sees gender roles as only existing and
affecting people in the past.
Drucker manages to blame feminists for gender
based segregation in the work place. Drucker believes that in a knowledge economy,
there is no discrimination in employment. Everyone
is able to access education equally.
By not acknowledging sexism, and how it
negatively affects women, Drucker doesnt give
managers a way to address gender discrimination.
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PROBLEMS WITH DRUCKER:
DIDNT ADDRESS RACISM
In the forty years since WorldWar II, the economic
position of the Negro in America improved faster
than that of any group in American social history
or in the history of any country. Three-fifths of
Americas Blacks rose into middle-class incomes
before WWII the figure was one-twentieth.
Managing in a Time of Great Change pg 227
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PROBLEMS WITH DRUCKER:
DIDNT ADDRESS RACISM, CONT
The economically rational thing to do for a young
Black in America from 1945 to 1980 was notto stay
in school and to learn. It was to leave school as
early as possible and to get one of the plentiful
mass production jobs. Black youngsterscould not
easily identify with cousins who were dentists,
accountants, lawyerswhich meant they were
twentyyears older and had sat in schools for at
least sixteen years.Managing in a Time of Great Change pg 227-228
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UNEVEN PLAYING FIELDS & BASEBALL
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UNEVEN PLAYING FIELDS & BASEBALL
Prior to 1947, no African Americans were allowed to
play in Major League baseball.
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UNEVEN PLAYING FIELDS & BASEBALL
Prior to 1947, no African Americans were allowed to
play in Major League baseball.
Jackie Robinson broke the color line in 1947 joining
the Brooklyn Dodgers.
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UNEVEN PLAYING FIELDS & BASEBALL
Prior to 1947, no African Americans were allowed to
play in Major League baseball.
Jackie Robinson broke the color line in 1947 joining
the Brooklyn Dodgers. In 1959 the last segregated team,
the Boston Red Sox, hired a black
player. They had turned down
stellar black players such as
Jackie Robinson and Willie Mays.
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UNEVEN PLAYING FIELDS & BASEBALL
During the period of segregation, many MLB
records were set, some of which still stand.
Arguably, MLB records set prior to 1947 are not
entirely accurate because the records were not setby athletes playing against all the best
professionals. They were set by people playing
against all the best professional white players.
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QUESTIONS?
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BIBLIOGRAPHY
Drucker, Peter (2008). Management: Revised
Edition. New York: HarperCollins.
Drucker, Peter (1995). Managing in a Time of Great
Change. New York: TrumanTally Books. Edersheim, Elizabeth Haas (2007). The Definitive
Drucker. New York: McGraw-Hill.
Information Outlook Staff (2002). The Icon Speaks:
An Interview with Peter Drucker. Information
Outlook6(2).