Some of the major contributions of Peter Drucker are as follows: 1. Nature of Management 2. Management Functions 3. Organisation Structure 4. Federalism 5. Management by Objectives 6. Organizational Changes.

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Among the contemporary management thinkers, Peter Drucker outshines all. He has varied experience and background which include psychology, sociology, law, and journalism. Through his consultancy assignments, he has developed solutions to number of managerial problems. Therefore, his contributions cover various approaches of management. He has written many books and papers.

He has collaborated with Peter Drucker to publish The Daily Drucker (HarperCollins, 2004), The Effective Exec- utive in Action (HarperCollins, 2005), three Internet executive devel- opment modules titled Leading Change (Corpedia Education, 2003, D 2004), and two articles on management in the social sector. Peter Drucker Peter Drucker - one of the world's most respected thinkers on management and society. By Mike Warren Peter Drucker had a great way with words. He distilled meaningful concepts into short phrases more effectively than any other management guru. The concepts and philosophies he developed have shaped modern management thinking. Drucker is an author, professor, consultant, and founder of the Peter F. Drucker Foundation for Nonprofit Management. Reprinted with permission from The Leader of the Future, The Drucker Foundation, F. Goldsmith, and R. 2004), and two articles on management in the social sector. In addi-tion he has written three articles providing a systematic, integrated description of some of the major works of Peter Drucker—“Peter F. Drucker on a Functioning Society” (Leader to Leader, Summer 2005), “Mastering Peter Drucker’s The Effective Executive” (Leader to. Among the contemporary management thinkers, Peter Drucker outshines all. He has varied experience and background which include psychology, sociology, law, and journalism. Through his consultancy assignments, he has developed solutions to number of managerial problems. Therefore, his contributions cover various approaches of management. Drucker: On Learning (to Learn) Management Shiva Kumar Srinivasan This paper argues that there is an intrinsic link between the concepts of “learning-to-learn” and the “knowledge worker” in the work of Peter Drucker. This is because the increasing life-span. The importance of management principles, values, and theory As a life-long student of management, Drucker was frequently critical of managers’ general lack of interest in theory to guide practice. At the same time, he was optimistic about the potential and the value of the development of management theory based on empirical.

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The more important books are; Practice of Management (1954), Managing by Results (1964), The Effective Executive (1967), The Age of Discontinuity (1969), Management: Tasks, Responsibilities and Practices (1974), and Management Challenges for 2Century (1999),

1. Nature of Management:

Drucker is against bureaucratic management and has emphasised management with creative and innovative characteristics. The basic objective of management is to read towards innovation. The concept of innovation is quite broad. It may include development of new ideas, combining of old and new ideas, adaptation of ideas from other fields or even to act as a catalyst and encouraging others to carry out innovation.

He has treated management as a discipline as well as profession. As a discipline, management has its own tools, skills, techniques and approaches. However, management is more a practice rather than a science. Thus, Drucker may be placed in ’empirical school of management’.

While taking management as a profession. Drucker does not advocate to treat management as a strict profession but only a liberal profession which places more emphasis that managers should not only have skills and techniques but should have right perspective putting the things into practice. They should be good practitioners so that they can understand the social and cultural requirements of various organisations and countries.

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2. Management Functions:

According to Drucker, management is the organ of its institution. It has no functions in itself, and no existence in itself. He sees management through its tasks. Accordingly, there are three basic functions of a manager which he must perform to enable the institution to make its contribution for:

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(i) the specific purpose and mission of the institution whether business, hospital or university;

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(iii) managing social impacts and social responsibilities.

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All these three functions are performed simultaneously within the same managerial action. A manager has to act as administrator where he has to improve upon what already exists and s already known. He has to act as an entrepreneur in redirecting the resources from seas of tow or diminishing results to areas of high or increasing results.

Thus, a manager has to perform several functions: setting of objectives, making, organising and motivating. Drucker has attached great importance to the objective setting function and has specified eight areas where clear objective setting is required. These are: market standing, innovation, productivity, physical and financial resources, profitability, managerial performance and development, worker performance and attitude, and public responsibility.

3. Organisation Structure:

Drucker has decried bureaucratic structure because of its too many dysfunctional effects. Therefore, it should be replaced. He has emphasised three basic characteristics of an effective organisation structure.

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These are:

(i) Enterprise should be organised for performance;

(ii) it should contain the least possible number of managerial levels;

(iii) it must make possible the training and testing of tomorrow’s top managers—responsibility to a manager while still he is young.

He has identified three basic aspects in organising activity analysis, decision analysis, and relation analysis. An activity analysis shows what work has to be performed, what kind of work should be put together, and what emphasis is to be given to each activity in the organisation structure.

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Decision analysis takes into account the four aspects of a decision: the degree of futurity In the decision, the impact of decision over other functions, number of qualitative factors that enter into it, and whether the decision is periodically recurrent or rare. Such an analysis will determine the level at which the decision can be made. Relation analysis helps in defining the structure and also to give guidance in manning the structure.

4. Federalism:

Drucker has advocated the concept of federalism. Federalism refers to centralised control in decentralised structure Decentralised structure goes far beyond the delegation of authority. It creates a new constitution and new ordering principle. He has emphasised the close links between the decisions adopted by the top management on the one hand and by the autonomous unit on the other.

This is just like a relationship between federal government and state governments. In a federal organisation, local managements should participate in the decision that set the limits of their own authority. Federalism has certain positive values over other methods of organising.

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(i) It sets the top management free to devote itself to its proper functions;

(ii) It defines the functions and responsibilities of the operating people;

(iii) It creates a yardstick to measure their success and effectiveness in operating jobs; and

(iv) It helps to resolve the problem of continuity through giving the managers of various units education in top management problems and functions while in an operating position.

5. Management by Objectives:

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Management by objectives (MBO) is regarded as one of the important contributions of Drucker to the discipline of management. He introduced this concept in 1954. MBO has further been modified by Schleh which has been termed as management by results’. MBO includes method of planning, setting standards, performance appraisal, and motivation.

According to Drucker, MBO is not only a technique of management but it is a philosophy of managing. It transforms the basic assumptions of managing from exercising cattalo to self-control. Therefore, in order to practice MBO, the organisation must change itself MBO has become such a popular way of managing that today t is regarded as He most modern management approach. In fact, it has revolutionalised the management process.

6. Organizational Changes:

Drucker has visualised rapid changes in the society because of rapid technological development. Though he is not resistant to change, he feels concerned for the rapid changes and their impact on human life. Normally, some changes can be absorbed by the organisation but not the rapid changes.

Since rapid changes are occurring in the society, human beings should develop philosophy to face the changes and take them as challenges for making the society better. This can be done by developing dynamic organizations which are able to absorb changes much faster than static ones. Drucker’s contributions have made tremendous impact on the management practices. His contributions have been recognised even by the management thinkers of Socialist Bloc.

For example, Vishiani a USSR management thinker writes about Drucker as follows:

“Drucker shows certain foresightedness and understanding of the development prospects of modern production when he opposes the view that worker is no more than an appendage of machine. Moved by a desire to strengthen the position of capitalism, he endeavors to give due consideration also to some objective trends in production management.

Drucker, therefore, tells the industrialists not to fear a limited participation of the workers in the management of production process. He warns them that if they do not abandon that fear, the consequences may be fatal to them.” Drucker is perhaps the only Western management thinker who has attracted so much attention of the communist world.

The father of modern corporate management Peter Drucker is often considered to be the world’s most influential corporate guru. His ideas and thoughts revolutionized corporate management in the later half of the 20th century.

Drucker questioned why in both the classical and human relations schools of management, effectiveness was automatically considered to be a natural and expected outcome. According to him effectiveness was more important than efficiency and was the foundation of every organization.

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He thereby developed Management by Objectives (MBO) through his 1954 book ‘The Practice of Management’. MBO deals with a certain type of interaction, specific to a manager and his employee. MBO is based on the thinking that various hierarchies within companies need to be integrated. There was a need for commitment, responsibility and maturity. There was a need for a common challenge. Here MBO becomes a process by which the objectives of an organization are agreed to and decided between the management and the employees, this way the employees understand what is expected of them and help set their own individual goals. Therefore they attain both their personal goals and the organization’s targets.

Every level of management in the organization participates in the strategic planning process and creation of performance systems. The managers of the firm are expected to participate in the strategic planning process to ensure the effectiveness in the implementing of the plan. The managers are expected to apply a range of performance systems, designed to help in the effective functioning of the organization.

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An MBO system calls for each level of managers to identify their goals for ever area they are responsible for. These goals are shared then with their individual units. Shared targets guide individuals in fulfilling their role. The role of the management now is to monitor and evaluate performance. The focus is on future rather than on past. They check progress frequently and over a set period of time. There is external and internal control in this system with routine assessments. An evaluation is done to understand as to which extent the goals have been met.

An important aspect of the MBO approach is this agreement between employees and managers regarding performance which is open to evaluation. The principle is that when employees are involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. There is a link between organizational goals and performance targets of the employees.

In MBO goals are expected to be SMART, i.e.

• Specific
• Measurable
• Achievable
• Realistic, and
• Time bound.

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Advantages of MBO:

• Objectives are discussed before being agreed upon
• There is participation in setting of goals, deciding the action course and in making decisions
• There is increased motivation and job satisfaction
• Relationships between the managers and those under them improve
• There is better communication within the organisation and increased coordination
• Managers can ensure that objectives of the subordinates are linked to the organization’s objectives
• Objectives can be set at all levels and in various departments
• Objectives can be set individually for each department especially in promotion, marketing, and financial planning
• MBO can be applied in any organisation
• Traits of MBO can be found in industries like the electronic media where performance objectives are carefully established and monitored, particularly in the areas of promotion, marketing, and financial planning
• In an MBO system, employees are more self-directed than boss-directed

Disadvantages of MBO:

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• It has to be systematically done
• There is more importance given to the setting of the goals than on the actual outcome or course of action
• It may lead to polarization of efforts, whereby, people or departments are not motivated to look beyond their own targets and help others
• It does not take into consideration, the environment I which the goals are set, like available resources, stake holders, etc
• To avoid potential problems SMART and SMARTER objectives need to be agreed upon
• There is no stimulation of innovation
• Managers start believing in the concept of an “ideal employee” and evaluate their subordinates based on what they expect they should be
• Targets can be misreported and objective setting may become counter –productive to the organization
• Quality of goals set may be poorer or too unrealistic
• It is time-consuming to implement and difficult to maintain
• Setting production targets may encourage resources to meet those targets through whatever means necessary, which usually results in poor quality
• It is not easy to identify all the objectives