practices of management
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THE AND PRACTICES OF MANAGEMENT
THE AND PRACTICES OF MANAGEMENT
Story By Peter Drucker
Group 5
Shweta Sinha(06)
Abhijit Wakodikar(09)
Sweta Singh(17)Anuja Pdhate(26)
Huzefa Furniturewala(28)
Pierre Faucard(42)
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PETERF DRUCKER- THE FATHER OF
MANAGEMENT
Peter Ferdinand Drucker (November 19, 1909 November 11,
2005)
Writer, management consultant, and self-described social
ecologist. Books and popular articles explored how humans are organized
across the business, government and the nonprofit sectors of society.
Writings predicted major developments of the late 20th century -
including privatization and decentralization; the decisive importanceof marketing etc
Drucker coined the term knowledge worker" and later in his life
considered knowledge work productivity to be the next frontier of
management
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OLD MODEL
Twenties: Ford healthy period (2/3 of the
market)
15 years later (World War II, 20% of the market)
The big majority of the economics world agreed
that Ford was going to the hell and was close to
collapse.
Government was ready to spend money in thatbusiness to save the national war effort.
Business model: Management without
management team (entrepreneurship structure
managed by the owner).
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THE REVIVAL
After this policy, the few managers who was
in Ford were in sales service.
After the war nobody was able to help Ford
in the management.
Current old manager lost their
competencies.
Henry Ford II (1944). He was in his mid-twenties.
He had no business experiences
Epic American business History
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REBUILDING FORD MANAGEMENT The key to Fords revival has been the building and
organization of management.
First action: establishment as a basic policy that there would be
a real management.
Firstly Henry Ford II had to clean the house
Management team has been mainly constitute from outside
people.
He mainly employed people who were able to run themselves
their activities and gave them full responsibilities. (but stillunder observation)
Management became through objectives. Full information was
given (according to the feasible) to simplify the initiatives.
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NEW FORD MODEL
Today its totally decentralized.
15 autonomous divisions with a fully responsible
management.
Running through achievement of objectives. All these concept are not from Ford but Henry Ford
II applied some from GM which were very successful
for the other American company.
Ten years after Henry Fords action, Ford came backin the battle with GM and Chevrolet for the 1st place
in the American car market.
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WHAT IS MBO?
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MBO PRINCIPLESParticipate in the strategic planningprocess
Cascading oforganizational goals and objectives
Specific objectives for each member
Participative decision making
Explicit time period
Performance evaluation and feedback
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SIX MBO STAGES
Define corporate objectives at board level
Analyze management tasks and devise formal job specifications,
which allocate responsibilities and decisions to individual managers
Set performance standards
Agree and set specific objectives
Align individual targets with corporate objectives
Establish a management information system to monitor achievementsagainst objectives
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8KEY
RESU
LT
AR
EAS
Marketing
Innovation
Human organization
Financial resources
Physical resources
Productivity
Social responsibility
Profit requirements
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A MANAGERS JOB-HOW IT
SHOULD BE
Should be to attain companysobjectives.
Should embody maximum challenge& carry maximum responsibility.
The contribution should be clearly
visible & measurable.
Team tasks
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THE MANAGER AND HIS
SUPERIOR
Supervision is a relationship whichhas three dimensions:
1)Up from lower to highermanager.
2)From every manager to the
enterprise.
3)Down from higher to thelower manager.
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THE MANAGER AND HIS SUPERIOR
Supervision is a relationship which has threedimensions:Supervision is a relationship which has threedimensions:
1) Up from lower to higher manager.1) Up from lower to higher manager.
2) From every manager to the enterprise.2) From every manager to the enterprise.
3) Down from higher to the lower manager.3) Down from higher to the lower manager.
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CHIEFEXECUTIVE BOARDS
ANDDIRECTORS
How disorganized is the Job?
Fallacy of the ONE-MAN Chief Executive.
Crisis of the One-Man ONE-MAN Chief Executive
Concept.
Organisation of the chief executive team.
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DEVELOPING MANAGERSManaging Relationships
Manager Development cannot be promotionalplanning or finding back up man
Manger development a three-fold responsibility-to
the enterprise, to the society to the individual.
The fallacy of the promotable management
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PRINCIPLES OF MANAGEMENT
Development the entire management group
Manager Development must be dynamic i.e. fortomorrows demand
JobR
otation is not enough
Business needs engineers capable of managing abusiness
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HOW TO DEVELOP MANAGERS?
Manager manpowerplanning.
Individualdevelopment needs i.e
self development.
Manager developmentnot in luxury, but a
necessity
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A MANAGERS JOB-HOW IT
SHOULD BE
Should be to attain companys objectives.
Should embody maximum challenge & carry maximumresponsibility.
The contribution should be clearly visible & measurable.
Team tasks
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THANK
YOU