Peter Drucker: The Father of Modern Management
Non-profit organization, corporate society, management by objectives, are all terms being used and taught today and all have something in common. What is it you ask? Peter Drucker. He was the man behind all of these ideas and their growth into what they have become today. He has been titled many things including, “The Man Who Invented Corporate Society” and “the father of management principles”. The article, Drucker (2005), stated that Peter was “hailed by Business Week as “’the most enduring management thinker of our time’” (p. 1).
Peter Ferdinand Drucker was born on November 19, 1909 in Kaasgraben, a suburb of Vienna, Austria. Peter’s father, Adolf worked for the Austrian government until 1938 when Hitler invaded. After the invasion, Adolf came to the United States and became a professor of International Economics at two universities and a professor of European literature at the University of California until he dies in 1967. Caroline, Peter’s mother was one of the first women in Austria to study medicine.
As a boy, Peter attended many of the dinner parties that his parent’s threw. Since Adolf worked in the government, the typical guest list included intellectuals, government officials, and scientists. It would be common to have guests including Sigmund Freud and Joseph Schumpeter.
In 1927, Drucker graduated from gymnasium and went to work as a junior clerk in export houses. He moved to Frankfurt in 1929 and shortly thereafter received his doctorate degree in public law and international relations from the University of Frankfurt. One of Peter’s first writings, Conservative Political Theory and Historical Change was banned by the Nazi’s. Drucker move to England in 1933 afte...
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... up the corporations rather than just what results they were producing. “He sought not just to make our economy more productive but to make all of society more productive and more humane” Collins (2010) wrote. He realized long before it was popular that morality is the foundation of management. “To view other human beings as merely a means to an end, rather than as ends themselves, struck Drucker as profoundly immoral” Collins (2010) said.
Drucker taught and encouraged executives to be an authentic leader. An authentic leader “needs to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept” (pp. 354-355) according to McShane & Van Glinow (2013). Peter himself was an authentic leader. He not only practiced what he preached in terms of leadership he also suggested that the executives he was consulting do the same.
]Haffner, is a book which is hard to define. Only 165 pages long, Haffner has crammed more relevant information into this book than many twice its length. He observes Hitler's roller coaster ride through life and the country that he eventually took along. From Hitler's private life to the complete betrayal of Germany, Haffner evaluates the conditions and impetus for Hitler's accomplishments and failures. These include not only Hitler's psyche, but also the political arena of post World War I Europe.
This investigation will address the research question, to what extent was Germany’s post-World War I economic depression a causal factor in Hitler’s rise to power from 1919 to 1934? With the Treaty of Versailles, the German government was required to pay 132 billion gold marks of war reparations, drastically worsened with the US Wall Street crash. This effectively crippled the German economy and created a desperate people. For this investigation, Hitler’s private life history and pre-military career will not be analyzed. His political rise will be examined from the perspective of economic and social factors. Several primary sources will be explored, including the Hitler’s Mein Kampf and Hitler’s 25-Point Program. In addition, tertiary sources covering Hitler’s non-personal life and rise to power will be studied.
Fritzsche, Peter. Life and Death in the Third Reich. 1st Ed. ed. Cambridge, MA: Belknap of Harvard UP,
Treitschke, Heinrich. “History of Germany in the Nineteenth Century and Historical and Political Writings.” The Human Record. By Alfred J. Andrea and James H. Overfield. Vol. 2. New York: Houghton Mifflin, 2011. 2 vols. 292-295.
On April 20, 1889, Adolph Hitler was born to Alois and Klara Hitler in the city of Braunau on the border between Austria and Germany. By looking at Hitler’s early years, one is able to understand the events and conditions in his foundational years that developed both his personality and character. "His family epitomized the middle class in terms of income, assets, expenditures and standard of living."1 From the beginning Hitler’s parents feared that he would not survive his childhood because he was constantly sick. His mother gave him lots of love, to the extent of overprotection and indulgence. Hitler learned to take advantage of Klara’s concern for him. His father, on the other hand, took more of a distant role while Hitler was growin...
The most effective leaders know better than to try to be someone they are not. They should always be searching for opportunities to reinvest in their strengths. Leaders need to stay true to who they are and make sure they have the right people around them. The book says those who surround themselves with similar personalities are at a disadvantage to those who are secure enough to be surrounded by people who strengths will compliment theirs.
In 1930, young, teenage Mengele completed high school and left his home to study medicine at Munich University in Germany. Adolf Hitler was stirring up the Bavarian people at this time with his “anti-Jewish” ideas. He attracted large crowds, who gather...
A consequence of the Night of Long Knives may be that it was an introduction of terror and dictatorship into mainstream German life. The massacre seemed to further consolidate Hitler’s control of Germany. Hitler’s speech to the Reich Governors before ...
...rnegie was a wealthy upper-class man and believed in survival of the fittest, he was worried about the “proper administration of wealth.” (Weber 45) He believed that wealth should be in the control of the only a handful of people and they should decide how to administer the wealth; however, he didn’t want a corporate aristocracy either. In 1889, Andrew Carnegie wrote a book called The Gospel of Wealth which offered a solution to these problems.
In an effort to understand the questionnaire, one must first understand the definition of an Authentic Leader. Genuine, trustworthy and reliable are a few words that are interchangeable with the term authentic. Authentic leaders exhibit qualities of confidence, transparency, and high moral standard and are usually very confident (Gardner, Avolio, Luthans, May and Walumbwa, 2005). A person that is considered to be authentic is one who taking account for their behavior and a person who is true to themselves and what they think. A quality of an authentic leader is that he/she exudes the level of authenticity through their actions that encourage others to want to behave the same way. The leader who acts in this manner believes that all individuals have something to contribute to a goal and
Feuchtwanger, E. J. From Weimar to Hitler: Germany, 1918-33. New York: St. Martin's Press, 1993.
The author called out for servant leadership for long-term success for all stakeholders. Similar to other professions leader needs to hone their abilities to be effective in their leadership role. To find a purpose in what you achieve besides money, power, and fame resonates with the True North. A leader should act in the best interests of the organization that would lead to a greater good. To have a balance between IQ and EQ will lead to leadership with the True North. Passion, compassion, empathy, and courage matters the heart decisions are important components of the True North. To develop as a worthy human being, a leader must become self aware, integrated human being, and comfortable being his/herself. In addition a leader with the True North moves from I to we, is humble, serve customers, empower people, and align personal values with organization’s mission. A leader with True North demonstrates a high degree of integrity and walks his/her talk. A leader with a True North is an integrated leader with fine balance between personal, family, work, and community life. On a similar note, a leader with True North aligns and nourishes their mind, body, and soul.
Many Scholars characterize the core qualities and skills necessary for an effective leader. Useem defines leadership as “Creating a vision and translating that vision into actions”. Historically, an effective leader was assumed to be exceptionally knowledgeable, authoritative, and dominate. Those leaders applied the command and control method to lead an organization. With the passage of time, this definition has been changed. The modern definition of an effective leader is honest, courageous, trustworthy, inspirational, and result-oriented. Today’s leaders create shared values and vision, and empower others to achieve their targets.
Leadership has been described as a “complex process having multiple dimensions” (Northouse, 2013). Over the past 60 years, scholars and practitioners have introduced a vast amount of leadership models and theories to explain this complex field and examine its many perspectives. Numerous leadership theories and models have attempted to define what makes a leader effective. From the early 1900s, the trait paradigm dominated leadership literature, focusing on inherited traits of leaders and suggesting that “leaders are born, not made”. However, during the 1950s, the trait approach lost enthusiasm as focus shifted to the behavior of leaders. Similar to the trait theory, the behavioral paradigm was based on general effective leadership behaviors
Mann writes this story shortly after the first World War through the eyes of a German Professor. The story takes place in Munich, Germany in the year 1926 where the Professor and his family prepare themselves for a party in the late afternoon (Mann 2). The results of the Great War are present throughout the entir...