Druckers Note Summary

Crossing the Divide
Face Reality
The Management Revolution
Knowledge and Technology
Shrinking of the younger population
The Transnational company
The Educated Person
Balance Continuity and Change
Organizations Destabilize Communities
Modern Organisation must be a destabilizer
Human Factor in Management
Role of a Bystander
The Nature of Freedom
Demands on Political Leadership
Salvation by Society
Need For a Harmony of Interest
Social Purpose for Society
Reinventing Government
Reprivatization
Management and Economic Development
Failure of Central Planning
The Pork-Barrell State
The New Tasks of Government
Legitimacy of the Corporation
Governance of the Corporation
Balance Three Corporate Dimensions
Defining Business Purpose and Mission
Defining Business Purpose and Mission: The Custome
Understanding What the Customers Buys


The Change Leader
Test of Innovation
Knowledge External to the Enterprise
In Innovation, Emphasize the Big Idea
Managing for the Future
Innovation and Risk Taking
Creating a True Whole
Turbulence: Threat or Opportunity?
Organize for Constant Change
Searching for Change
Piloting Chnage
The Purpose of a Business
Converting Strategic Plans to Action
Unviersal Entrepreneurial Disciplines
Managing for the Short Term and Long Term
Balancing Objectives and Measurements
The Purpose of Profit
Morality and Profits
Defining Corporate Performance
A Scorecard for Managers
Beyond the Information Revolution
Internet Technology and Education
The Great Strength of E-Commerce
E-Commerce: The Challenge
From Legal Fiction to Economic Reality
Management of the Multinational
Command or Partner
Information for Strategy
Why Management Science Fails to Perfomr
Nature of Complex Systems
From Analysis to Perception


Managment as a Human Endeavor
The Responsible Worker
Spirit of Performance
Organization and Individuals
Picking a Leader
Qualities of a Leader
Base Leadership on Strength
Leadership Is Responsibility
Absence of Integrity
Crisis and Leadership
The Four Competencies of a Leader
Fake versus True Leader
Churchill the Leader
Alfred Sloan's Management STyle
People Decisions
Attracting and Holding People
Picking People: An Example
Decision Steps for Picking People
Placement That Fail
The Succession Decision
Sloan on People Decisions
A Good Judge of People?
The Crucial Promotions
Social Responsibility
Authority without responsibility is illegitimate; but so is responsibility without authority.
Corporate Greed and Corruption
What is Business Ethics
The Ethics of Social Responsibility
Business Ethics - Primum non nocere - 'First do no harm'
Psychological Insecurity


Managing Knowledge Workers
The Network Society
Global Competitiveness
Characteristics of the Next Society
The New Pluralism
Knowledge Does Not Elminate Skill
A Knowledge Society and Society of Organizations
Price of Success in the Knowledge Society
The Centre of Knowledge Society
Sickness of Government
Managing Foreign Currency Exposure
The Manufacturing paradox
Protectionism
Splintered Nature of Knowledge Work
Use of PEOs and BPOs
Managing Nontraditional Employees
The Corporation as Confederation
The Corporation as a Syndicate
People as Resources
Making Manual Work Productive
Productivity of Service Work
Raising Service-Worker Prodctivity
Knowledge-Worker Productivity
Defining the Task in Knowledge Work
Defining Results in Knowledge Work
Defining Quality in Knowledge Work
Management: A Practice
Continuous Learning in Knowledge Work
Rank of Knowledge Workers
Post-Economic Theory

Managing Oneself
A Successful Information Based Organisation & The Score
Taking Information Responsibility
Rewards for Information Specialists
Hierarchy Versus Responsibility
Sudden Incompetence
Self-Renewal
Individual Development
What to do in a Value Conflict?
Place yourself in the right organisation
Management Education
Attracting Knowledge Workers
Pension Funds Shareholders, Regulations, Capitalism
Test of Pension-Fund Socialism
The Busniess Audit
Inflation Versus Unemployment
When Regulation is Required
Goal and Vision for Work
Self-Governing Communities
Civilizing the City
Human Dignity and Status
Enjoying Work
Legitimacy of Management
Economic Progress and Social Ends
The Social Sector
Effective Management of Nonprofit

Theory of Business
Reality Test of Business Assumptions
Synergy of Business Assumptions
Communicate and Test Assumptions
The Obsolete Theory
Focus on Excellence
Creating Customer Value
Identifying Core Competencies
Each Organisation Must Innovate
Exploiting Success
Organized Improvement
Systematic Innovation
Unexpected Success
Unexpected Failure
Incongruity
Process Need
Industry and Market Structure
Demographics
Changes in Perception
New Knowledge
Innovation in Public-Service Institutions
Service Institutions Need a Defined Mission
Optimal Market Standing
Wrship of High Profit Margins
Four Lessons in Marketing - [Buying Customers doesn't work; Define the Market; Consider all customers; Exploit the Demographics ]
From Selling to Marketing
Cost-Driven Pricing
Cost Control in a Stable Business
Cost Control in a Growth Business
Eliminating Cost Centers
Making Cost-Control Permanent

Diversification
Being the Wrong Size
Growth
Managing the New Venture [ Every new project is an infant, and infants belong in the nursery]
Calculate Obsolescence
Tunnel-Vission Innovation
Social Innovation:[ The Research Lab; The Lab without Walla ]
Research Laboratory
The Infant New Venture
The Rapidly Growing New Venture
Managing Cash & Team in the New Venture
Unrealized Business Potential
Finding Opportunities in Vulnerabilities
Exploiting Innovative Ideas
First with the Most
Hitting Them Where They Aren't
Entrepreneurial Judo
Changing Economic Characteristics
Ecological Niche: Tollbooth Strategy; Specialty Skill Strategy; Specialty Market
Threat to Niche Strategies
Success Always create new realities
The Opportunity-Focused Organisations
Finding Opprtunity in Suprises
Maintaining Dynamic Equilibrium

Know Thy Time
Record Time and Eliminate Time Wasters
Consolidate Time
Practices of Effective Executives
Focus on Contribution
Performance Appraisals
How to Develop People
Knowledge Worker as Effective Executive
Take Responsibility for Your Career
Defining One's Performance
Result that make a Difference
Managing Oneself: Identify Strength; How do i Perform?; What to Contribute?; Work Relationships
Managing the Boss
Managing Oneself: The Second Half; Revolution in Society
A Noncompetetive Life
Staffing Decisions
"Widow-Maker" Positions
Overage Execuitves
Controls, Control & Management
Controls; Neither Objective nor Neutral
Controls Should Focus on Results
Controls for Nonmeasurable Events
The Ultimate Control of Organizations
Harmonize the Immediate and Long-range Future
Misdirection by Specialization
Compensation Structure

Organizational Agility
Business Intelligence Systems
Gathering and Using Intelligence
The Test of Intelligence Infromation
The Future Budget
Winning Strategies
The Failed Startegy
Stategic Planning
Long Range Planning
How to Abandon
Divestment
The work of Manager
Management by Objectives and Self-Control
How to use Objectives
The Management Letter
The Right Organisation
Limit of Quantification
Hierarchy and Equality
Charecteristics of Organization
The Federal Principle
Reservation of Authority
Rules for Staff Work/People/Public Relation
Control Middle Management


The work of Social Ecologist
Turbulent Times Ahead
The New Entrepreneur
Information on Cost and Value
Price-Led Costing
Activity Costing
Obstacles to Economic Chain Costing
EVA as a Productivity Measure
Benchmarking for Competetiveness
Resource-Allocation Decisions
Rules of Successful Acquisation
Promote Across the Line
Alliance for Progress
The Temptation to do Good
The Unfashionable Kierkegaard
Innovations for Maximum Opportunities.