Management Tasks Drucker
One book, placed in its field — what this book gets right, where it goes further than the rest, and what the rest of the field adds.
Mike West, Editor · HR Leader Guide · peopleleader.guide/guides/profile-management_tasks_drucker
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Management Tasks Drucker
One book, placed in its field — what this book gets right, where it goes further than the rest, and what the rest of the field adds.
Mike West, Editor · HR Leader Guide · peopleleader.guide/guides/profile-management_tasks_drucker
The problem
Institutional Performance erodes when it is left to instinct instead of method.
You were taught the moves piecemeal, never the whole model.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
The model
- 01Clarity of Mission and Purpose
- 02Management by Objectives and Self-Control (MBO)
- 03Productive Work and Job Design
- 04Strategy-Aligned Organization Structure
- 05Entrepreneurial and Innovative Practices
- 06Management of Social Impacts
- 07Worker Achievement and Responsibility
- 08Unity of Vision and Effort
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Step 1 of 5 · Clarity of Mission and Purpose
The customer, not the producer, defines what the business is.
Misconception
Practitioners believe the mission is answered by naming what they produce or the industry they compete in.
Reality
The business is defined only by what the customer buys and values, which is often unrelated to the product you think you sell; the mission emerges from outside-in, not inside-out.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Step 2 of 5 · Management by Objectives and Self-Control (MBO)
Managers must write their own objectives before the enterprise negotiates them.
Misconception
MBO is a top-down performance-appraisal and quota system in which the boss assigns numbers and reviews whether they were hit.
Reality
The decisive word is self-control: the manager sets and measures their own objectives, and the process fails the moment measurement becomes a tool for the boss to police rather than for the manager to steer.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Step 3 of 5 · Productive Work and Job Design
Analysis and synthesis of work precede the design of any job.
Misconception
Good job design means breaking work into the smallest, most specialized fragments to maximize efficiency.
Reality
Work has a logic that demands analysis and specialization, but the worker has a psychology that demands scope, responsibility, and control; a job must be large enough to challenge and to let the worker see the whole.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Step 4 of 5 · Strategy-Aligned Organization Structure
Structure is derived from strategy and key activities, never chosen in the abstract.
Misconception
There is one best organizational form, and reorganizing around it will fix performance problems.
Reality
Structure follows strategy: the right design depends on the key activities your objectives require, and every design principle solves some problems while creating others — the task is fit, not perfection.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Step 5 of 5 · Entrepreneurial and Innovative Practices
Abandonment of the obsolete funds and forces innovation.
Misconception
Innovation is a creative spark that cannot be systematized and should live inside existing operating units.
Reality
Innovation is a discipline that must be organized as a distinct task with its own goals, protected from the daily pressures of ongoing operations, and driven as much by planned abandonment of the old as by creation of the new.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
The cheat sheet
- Clarity of Mission and PurposeThe customer, not the producer, defines what the business is.
- Management by Objectives and Self-Control (MBO)Managers must write their own objectives before the enterprise negotiates them.
- Productive Work and Job DesignAnalysis and synthesis of work precede the design of any job.
- Strategy-Aligned Organization StructureStructure is derived from strategy and key activities, never chosen in the abstract.
- Entrepreneurial and Innovative PracticesAbandonment of the obsolete funds and forces innovation.
- Management of Social ImpactsYour first social responsibility is the impacts you create, not causes you sponsor.
- Worker Achievement and ResponsibilityResponsibility is enabled by demands and conditions, not summoned by exhortation.
- Unity of Vision and EffortFragmentation is the default; unity must be engineered.
Management Tasks Drucker · Mike West, Editor · HR Leader Guide
Sources
- Management Tasks Drucker
Management Tasks Drucker · Mike West, Editor · HR Leader Guide