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The Essential Drucker (1995)
âOne does not âmanageâ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.â
-Peter F. Drucker.
Introduction
If you are not yet familiar with the name Peter F. Drucker, you should be. His name is synonymous with the concept of management. He has been called the father of management. Businessweek has even called him, âThe man who invented management.â[i]
Drucker was born in Austria and he lived in Hamburg and Frankfurt Germany where he worked as a journalist. He received his doctorate in international law in 1931. In 1933, he moved to London to become the chief economist of a bank. A year later, he married and moved to the United States where he became a professor. He spent 30 years teaching graduate courses at the Claremont Graduate University. In addition, he worked as a consultant for numerous Fortune 500 companies, and he wrote 39 books and many more articles.
He coined the term âknowledge worker,â to explain the 20th century shift from blue-collar to white-collar work. He is also known for developing Management by Objective (MBO).  He âreceived the presidential medal of freedom, the nationâs highest civilian honorâ for his contributions in the field of management[ii] and 25 honorary doctorates[iii] from universities in  the United States, Belgium, Czechoslovakia, Great Britain, Japan, Spain and Switzerland.â[iv]
His legacy includes the Drucker School of Management at the Claremont Graduate University, named in his honor, and the Drucker Institute. The Institute not only propagates his work, but seeks to actively build on his legacy by applying his ideas to current and future challenges.[v]
Once you are familiar with Druckerâs writings, his influence is obvious in Peters and Waterman, Stephen Covey, Jim Collins, Marshall Goldsmith, and other management thinkers. It is difficult to overestimate the impact that Peter Drucker has had on the discipline of management.
Drucker was not perfect. He began with a bent toward scientific management. He was, after all, a product of his time. Were you to read the The Concept of the Corporation (1946), you would have the distinct impression that command and control was an excellent method to run a business. But to his credit, Drucker grew, and as he did, so did our understanding of management. If you had to choose just one of his books, The Essential Drucker: The Best of Sixty Years of Peter Druckerâs Essential Writings on Management should be your first choice.
One-Sentence Summary
Management is hard, but working for a bad manager is harder, so learn to be the kind of manager you would want to work for.
Key Phrases
âKnowledge workerâ
âManagement by Objective (MBO)â
âA business only exists to please a customerâ
Overview of the Book
The Purpose of a Business
Since the 1970s, a great debate has raged in academic circles over the purpose of a business. On one side stood staunch defenders of the free market like Milton Friedman who maintained that the purpose of a business is to maximize shareholder wealth.[vi] Legally, this is managementâs fiduciary responsibility. It is also that which is taught in most business schools.
Managers must act legally. They should act ethically. If they act responsibly, the net result should be an increase in shareholder wealth. Friedman maintained that this was the primary task of business while the political left criticizes capitalists for being greedy.
On the other side of the debate stood Archie Carroll, a leading proponent of Corporate Social Responsibility (CSR). He maintained that business has other responsibilities, including responsibilities to society at-large, and that the purpose of a business was to serve society.[vii] To Carrollâs way of thinking, a business not only had economic, legal, and ethical responsibilities, but specific responsibilities to the environment and to the community in which it operates. In essence, the business owes the community tribute for the right to operate. The political right criticizes these efforts to pick the pockets of corporations.
In sum, a business existed either for the purpose of profit maximization or for the good of the community. Neither answer was satisfactory. Peter Drucker approached the same question differently. While he was no friend of efforts to loot businesses in the name of social justice, he thought the idea of profit maximization to be wrongheaded. He wrote,
The concept of profit maximization is, in fact, meaningless. The danger in the concept of profit maximization is that it makes profitability appear a myth.
Profit and profitability are, however crucialâfor society even more than for the individual businesses. Yet profitability is not the purpose of, but a limiting factor on the business enterprise and business activity. Profit is not the explanation, cause, or rationale of business behavior and business decisions, but rather the test of their validity.
If archangels instead of business man sat in directorâs chairs, they would still have to be concerned with profitability, despite their total lack of personal interest in making profits.[viii]
To Drucker, the business is only in business because it makes goods or services that customers are willing to pay for.[ix] The only real purpose of a business is to please a customer.[x] Pleasing a customer has the side effect of both increasing profits for owners who have risked their capital and enhancing society indirectly by providing useful goods. Customers are preeminent.[xi]
Sometimes businessmen think that a product or service is quality because it is expensive or it took a long time to produce. But that is not quality. Only customers define quality, and they do so in terms of the utility they derive from a product. Any other view is misguided.[xii]
The Nature of Management
When most people think of management, they think of business management. But management is not confined to business. The same principles of management apply in the nonprofit, the military, the church, and the public sector.[xiii] Management principles are universal.
Principles of Organization
Good management should follow certain principles of organization. For example, managers should be transparent. Employees need to know who they report to. Managers must have the authority to carry out their tasks. In addition, an organization should have as few layers as necessary to function.[xiv]
Procedures
Procedures often get in the way. This happens for a number of reasons. Sometimes we believe that procedures are the equivalent of morality, but as Drucker wrote, âright conduct can ever be âproceduralizedâ.â[xv]
Employees have a tendency to substitute a procedure for judgment. That should never be the purpose of a procedure. Employees often think that because a procedure is printed on paper that it is holy writ, but someone wrote it, and someone else can change it.[xvi]
The most vexing problem with procedures is that they often become means by which management controls rather than empowers workers. Drucker gave the example of a manager who is consumed with filling out forms for corporate headquarters. This takes time and energy from his main task. He hates the paperwork, but if his managers are not careful, he begins to think that filling out forms is his primary job, rather than pleasing the customer.[xvii]
Procedures should serve rather than be served. They should be useful to the person who uses them. Drucker believed that if an employee is to be judged by his performance or production, he should only have to fill out reports that help them achieve this goal.[xviii]
Decision Making
Managers must make decisions. Sometimes decisions are black and white, but often they are in shades of gray. Drucker warned that,
Every decision is like surgery. It is an intervention into a system and therefore carries with it the risk of shock. One does not make unnecessary decisions any more than a good surgeon does unnecessary surgery.[xix]
Too often, managers like making decisions, and so they retain this power or make too many decisions by themselves. This is a mistake. When decisions have to be made, they should be produced at the lowest level possibleâclose to the customer.
Drucker also maintained that we all argue from opinions rather than facts. This is not bad in and of itself, but opinions must be tested and the people who argue for them should be held responsible to test their hypotheses and be responsible for their decisions.[xx] This type of thinking would be at the heart of MBO.
Management By Objectives (MBO)
Nearly every organization has a mission and strategy. Subunits of the organization also implement strategies and individuals make tactical decisions as they do their jobs. Often, these strategies are at cross-purposes. To remedy this problem, Drucker developed Management by Objectives (MBO) which he introduced in The Practice of Management (1954).
Management by Objectives was a participative approach to goal setting in an organization. The logic was clear. Senior managers who thoroughly understood the strategy should work with middle managers to set goals for their units. Middle managers, in turn, would work with lower managers to set goals for their units. The purpose was alignment and the alternative was irritation and discord throughout the organization.[xxi]
MBO would take a great deal of effort, as people are not always naturally focused on the same goals.[xxii] According to the theory, after the subordinate sets his objectives, his manager should work with him to ensure alignment. After all, these objectives should be what he is measured against in order to determine performance. Ideally, this becomes a contract between the two. More importantly, the contract (rather than the manager) should govern behavior going forward.[xxiii]
The participative nature of MBO theoretically would ensure greater ownership of the objectives, but in practice, it was more difficult. When the process became political, objectives were hammered into weapons that coworkers used against each other. MBO required agreement, cooperation, and trust. Studies have shown that where it is implemented completely, it could lead to greater alignment, and greater alignment would lead to greater profitability.
MBO was all the rage in business schools for a generation. Elements of MBO still survive in various forms today.
Management and Entrepreneurship
Entrepreneurs tend to focus on the bottom line. This is to be expected, but Drucker maintained that in order to obtain profit, entrepreneurs needed to focus on managerial controls. In essence, his advice was to work on the system and let the system generate the profits. Profits would flow only if these controls were in place.[xxiv]
Drucker believed that management and entrepreneurship were essentially the same thing. They manifested in different forms, but at the core, they were the same. Entrepreneurs had to learn to manage, and managers had to learn how to innovate.[xxv]
Innovation
The popular understanding of innovation centers around a reclusive inventor toiling for hours then risking it all on longshots. This is, after all, the stuff of Hollywood movies. However, the entrepreneur is not always a loner, and the entrepreneur (as manager) is doing everything he can to reduce the risk.[xxvi]
We also think of innovation as complex, but most innovations cut the other direction. They are simple. As with Occamâs razor,[xxvii] the best innovations make things simpler. In hindsight, the innovation may even appear obvious.[xxviii]
The Role of Business in Society
The former mayor of New York, John Lindsay, gave up on the problem of poverty and crime, claiming that government solutions have not worked and so if problems were to be solved, business had to step in and be responsible.[xxix]
The idea that business should solve social problems has become more and more pervasive over time. After all, large corporations have deep pockets. Yet, this is not the purpose of business, and Drucker took up his pen in its defense.
Drucker was no friend of the welfare state. Modern government, he explained, has spent billions of dollars on the welfare state, but it has been unable to cure the problems. Moreover, this was true in every society where the welfare state has been erected. Â Ultimately, the civil government has proven itself unable to fix social breakdown.[xxx] Such problems are, in Druckerâs parlance, outside their range of competence.
Who then was left but big business? Yet, business was no more qualified than government and businessmen would also achieve lackluster results when they strayed outside their area of core competence.[xxxi]
The most important question Drucker asks about social responsibility is whether business actually has the authority to intervene in social affairs.[xxxii] If it does not have the authority or if it should not have it, it may be usurping authority and aggrandizing itself. [xxxiii]
In addition, he explained that a CEO who neglects his organization to take on such a task has abdicated his responsibility to the organization. [xxxiv] Moreover, adding additional burdens makes the corporation less profitable, and a corporation can only serve society by providing necessary goods and services efficiently when it is profitable.[xxxv]
Drucker was suspicious of those who touted social responsibility of business. Like Milton Friedman, Drucker asked what obligations businesses truly have to society at large other than to produce products that customers want to purchase in order to stay in business.[xxxvi] He found no compelling answer.
Government is inept and a corporationâs function is to serve customers.[xxxvii] The individual, then, is the primary instrument to do good to his neighbor in the community. This may be magnified through an organized nonprofit such as a church or civic association.
Non-profit organizations were designed precisely for such purposes.[xxxviii] He explained that while government programs have hardly made a dent in social problems, churches, Alcoholics Anonymous, the Salvation Army, and other non-profits have had significant results.[xxxix]
Many companies attempt to split the difference of doing good while watching the bottom line. They see value in sending would-be executives to complete volunteer work in nonprofits in order to give them an additional degree of seasoning that they would not obtain inside the organization.[xl] Â This approach tends to pacify those who want the organization to engage in CSR while satisfying those who want to protect the shareholders since the company benefits through both the positive Public Relations and the experience the executives obtain in the process.
Knowledge Workers
Recall that Drucker began writing at a time where blue-collar work was in its heyday, and one out of three Americans was unionized. Drucker observed the rise of the white collar worker in modern society. He called them âknowledge workers.â
Knowledge workers were not âsubordinatesâ in the customary sense of the word. Often, they were specialists who had knowledge that their âsuperiorsâ did not have.[xli]  In the past, superiors held the same jobs as subordinates, but those days were long gone.[xlii] The new reality radically changed the superiorâsubordinate relationship. He likened the new relationship to that of a conductor and a member of the orchestra, maintaining that the new manager does not necessarily have the skills to play each âinstrumentâ that he manages.[xliii] He should, therefore, not assume that he knows better than the knowledge worker how to do the work.
This also means that managers must now treat even the lowest level employees more like equal partners than subordinates in the traditional sense.[xliv] After all, these employees know far more about their areas of expertise than their bosses. Such thinking unleashed a wave of theorizing about the nature of empowerment in the business literature. It would gradually destroy once confident authoritarian managers and refocus management on the largely ignored art of leadership.
Leadership
In Managing for the Future (1992), Drucker admitted that âleadershipâ had become very popular.[xlv] The father of management found that he had been asked to present seminars on leadership more and more in recent years. Many of his clients wanted him to teach them how to be charismatic, but Drucker believed that leadership was not a function of charisma.[xlvi] In contrast, Drucker believed that charisma often got leaders into trouble.[xlvii]
Drucker reduced leadership to bare essentials: Leadership is hard work.[xlviii] It is about providing direction. The leaderâs task is to work through the organizationâs mission with his people, defining it, articulating it, and helping to set priorities and maintain standards based on it.[xlix]
Leadership is not what it appears to be. When most people think about leadership, they tend to think about the perks, but Drucker maintained that leadership is less about privilege than responsibility.[l]
The final requirement of leadership is trust. Trust does not mean agreement, but consistency. You can trust a leader with whom you disagree, but you cannot easily trust a capricious leader. The key is integrity.[li]
Advice to Managers
Throughout his works, Drucker provided practical advice about leadership and management to his readers. To be successful, a leader needs to know himselfâto know his strengths and weaknesses. Drucker offered the examples of Soichiro Honda and Henry Ford. Each man founded and automotive dynasty. Each man knew himself well. Each succeeded because he found a collaborator with strengths that complemented his weaknesses.[lii]
This is not uncommon in business. The popular imagination focuses on Rock Star CEOs, not realizing that those superstars are supported by someone behind the scenes. Walt Disney had Roy Disney.[liii] Bill Gates had Paul Allen.[liv] Truett Cathy had Jimmy Collins.[lv] Business is a team sport, not a solo endeavor.
As in the partnerships mentioned above, Drucker suggested that individuals focus on their strengths.[lvi] Â He recommended working on those weak areas that would impede effectiveness, but cautioned his readers not to try to be well-rounded.
He reasoned that it was a better use of time to go from good to great in an area of strength than to improve from really lousy to mediocre elsewhere. What then to do with weaknesses? Staff your weaknesses. [lvii] Find a partner who relishes the things that you do not like to do as much as you hate them. [lviii] This approach optimizes performance.
When you follow this advice, you can focus on making a contribution to the organization, which Drucker sees as the key to effectiveness. Instead of fixating on their efforts, effective managers focus on results. They seek to contribute and they are not worried about their rights and authority.[lix]
Implications for Leadership
Peter Drucker contributed more to management that anyone before or since. Knowing Drucker is important to understanding your bossâs view of management because he has certainly been influenced by Drucker, whether he knows it or not. Many of the authors that followâTom Peters, Ken Blanchard, Jim Collins, Stephen Covey and othersâreference Drucker in their own books.
You must understand that the customer is of ultimate importance even if you do not interface with the customer in your particular job. If this is the case, you likely serve an internal âcustomerâ who, in turn, serves the customer. Â A staff job exists to equip the line function so that the organization can please the customer. Ignore this at your peril. Remember it, and you will be in demand.
As a manager, you must  understand how to partner with knowledge workers. Those managers who admire powerful, all-knowing managers were born a century too late. The world has shifted and the most certain way to sabotage your future success is to fail to recognize that fact. Your goal is not to know more than the people you manage, but to free them from constraints that prevent them from doing their jobs well.
Other Notable Books by Peter F. Drucker
Beyond The Essential Drucker (2001), other books that may be useful include his seminal work, The Practice of Management (1954), Innovation and Entrepreneurship, (1985), The Effective Executive (1966), and Managing for the Future (1992). Each work is a bit dated, but the central ideas remain powerful.
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Peruse the list below to see what other topics may be useful to you in your situation.
Books by Peter F. Drucker
The End of Economic Man (1939)
The Future of Industrial Man (1942)
Concept of the Corporation (1946)
The New Society (1950)
The Practice of Management (1954)
Americaâs Next Twenty Years (1957)
Landmarks of Tomorrow (1957)
Managing for Results (1964)
The Effective Executive (1966)
The Age of Discontinuity (1968)
Technology, Management and Society (1970)
The New Markets and Other Essays (1971)
Men, Ideas and Politics (1971)
Drucker on Management (1971)
Management: Tasks, Responsibilities, Practices (1973)
The Unseen Revolution (1976; reissued in 1996 under the title The Pension Fund Revolution)
People and Performance: The Best of Peter Drucker on Management (1977)
Adventures of a Bystander (1978)
Managing in Turbulent Times (1980)
Toward the Next Economics and Other Essays (1981)
The Changing World of the Executive (1982)
The Last of All Possible Worlds (1982)
The Temptation to Do Good (1984)
Innovation and Entrepreneurship (1985)
Frontiers of Management (1986)
The New Realities: in Government and Politics, in Economics and Business, in Society and World View (1989)
Managing the Nonprofit Organization: Principles and Practices (1990)
Managing for the Future (1992)
The Ecological Vision (1993)
Post-Capitalist Society (1993)
Managing in a Time of Great Change (1995)
Drucker on Asia: A Dialogue between Peter Drucker and Isao Nakauchi (1997)
Peter Drucker on the Profession of Management (1998)
Management Challenges for the 21st Century (1999)
The Essential Drucker (2001)
Managing in the Next Society (2002)
A Functioning Society (2002)
The Daily Drucker (2004, with Joseph A. Maciariello)
The Five Most Important Questions (2008; posthumously released)
References
[i] Peter Druckerâs Life and Legacy (n.d.). The Drucker Institute. Retrieved from http://www.druckerinstitute.com/peter-druckers-life-and-legacy/
[ii] Peter Druckerâs Life and Legacy (n.d.). The Drucker Institute. Retrieved from http://www.druckerinstitute.com/peter-druckers-life-and-legacy/
[iii] Drucker Archives (n.d.). Claremont colleges Digital Library. Retrieved from http://ccdl.libraries.claremont.edu/cdm/search/collection/dac/searchterm/honorary%20degrees/field//mode/all/conn/and/cosuppress/
[iv] Peter Ferdinand Drucker (n.d.). Drucker School of Management. Retrieved from http://www.cgu.edu/pages/292.asp
[v] About the Drucker Institute (n.d.) The Drucker Institute. Retrieved from http://www.druckerinstitute.com/about-the-drucker-institute/our-history/
[vi] Friedman, M. (1970). The social responsibility of business is to increase profits. The New York Times Magazine Retrieved from: http://www.colorado.edu/studentgroups/libertarians/issues/friedman-soc-resp-business.html
[vii] Carroll, A. (1979). A Three-Dimensional Conceptual Model of Corporate Performance. Academy of Management Review, 4(4), p. 497. Retrieved from http://www.aom.pace.edu/amr/
[viii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 18-19.
[ix] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 20.
[x] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 15.
[xi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 348.
[xii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 172.
[xiii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 72.
[xiv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 75.
[xv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 123.
[xvi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 123.
[xvii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 123.
[xviii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 125.
[xix] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 257.
[xx] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 253.
[xxi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 112.
[xxii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 113.
[xxiii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. pp. 118-119.
[xxiv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 149.
[xxv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 92.
[xxvi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 278.
[xxvii] Authorâs Note: Occamâs Razor is the principle that when there are two competing theories, the simplest solution is the usually the better one.
[xxviii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 274.
[xxix] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 58.
[xxx] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 315
[xxxi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 59.
[xxxii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 61.
[xxxiii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 61.
[xxxiv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 58.
[xxxv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 20.
[xxxvi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 318.
[xxxvii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 64.
[xxxviii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 316.
[xxxix] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 330-331.
[xl] Brewster, D. (2014). The business case for partnering with communities: Investing in nonprofits through people. Retrieved from http://www.interaction.org/blog/business-case-partnering-communities-investing-nonprofits-through-people
[xli] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 308.
[xlii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 78.
[xliii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 79-80.
[xliv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 80.
[xlv] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 268.
[xlvi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 288.
[xlvii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 269.
[xlviii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 269.
[xlix] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 270.
[l] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 270.
[li] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 271.
[lii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 158-159.
[liii] Gabler, N. (2006). Walt Disney: The triumph of the American imagination. New York: Knopf.
[liv] Jackson, m. (2008, June 5). Ballmer to retire in 10 years; Looks back on happy, rocky relationship with Gates. Retrieved from http://www.dailytech.com/Ballmer+to+Retire+in+10+Years+Looks+Back+on+Happy+Rocky+Relationship+With+Gates/article11993.htm
[lv] Collins, J. L. S. (2013). Creative followership: In the shadow of greatness: My journey to President of Chick-fil-a. Decatur, GA: Looking Glass Books.
[lvi] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. p. 218-219.
[lvii] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. pp. 219-220.
[lviii] Collins, J. L. S. (2013). Creative followership: In the shadow of greatness: My journey to President of Chick-fil-a. Decatur, GA: Looking Glass Books.
[lix] Drucker, P. F. (2006). The essential Drucker: the best of sixty years of Peter Druckerâs essential writings on management. New York, NY: HarperBusiness. pp. 207-208.
