I am a ghost writer.
In life, I was the founder of modern management.
During my life, I published 39 books including such classics as: Concept of the Corporation (1946), The Practice of Management (1954), The Effective Executive (1967), Management: Tasks, Responsibilities, Practices (1973), Innovation and Entrepreneurship (1985), Post-Capitalist Society (1993), and Management Challenges for the 21st Century (1999).
I saw many of the major trends of the 20th century before almost anyone else did: the Hitler-Stalin pact, Japan’s impending rise to economic power, the shift from manufacturing to knowledge work, the increasing importance of the social sector, and the fall of the Soviet Union.
I had an incredible impact on managing in turbulent times.
Was there ever a time when people did not regularly ask of individual businesses their source of legitimate authority, their principle of organization, or their pattern of leadership? Was there ever a time when management felt little need to address employees’ concerns for status and function, to fit “knowledge workers” into established structures of decision making and command, or to achieve effective communication in and among managerial levels? Did business ever fail to take seriously the recruitment and development of executives, the proper role of boards of directors, or the special needs of companies at different stages of development? Did business ever fail to pay adequate attention to the internal logic of work itself, or to those techniques by which managers can become both more efficient and more effective? Did business ever ignore such fundamental questions as the nature of the business business was in and of the customers business served?
I distilled leadership into three attributes. The first is working hard, and the second is taking responsibility. The third attribute of effective leadership is to earn trust. Trust is the conviction that the leader means what he says. It is a belief in something very old-fashioned: integrity.
Open Access Policy
You are free to share, copy, or redistribute the materials in this text in any medium or format. You are free to adapt, reuse, modify, transform, or build upon the materials in this text for any purpose whatsoever.
In life, I was the founder of modern management.
During my life, I published 39 books including such classics as: Concept of the Corporation (1946), The Practice of Management (1954), The Effective Executive (1967), Management: Tasks, Responsibilities, Practices (1973), Innovation and Entrepreneurship (1985), Post-Capitalist Society (1993), and Management Challenges for the 21st Century (1999).
I saw many of the major trends of the 20th century before almost anyone else did: the Hitler-Stalin pact, Japan’s impending rise to economic power, the shift from manufacturing to knowledge work, the increasing importance of the social sector, and the fall of the Soviet Union.
I had an incredible impact on managing in turbulent times.
Was there ever a time when people did not regularly ask of individual businesses their source of legitimate authority, their principle of organization, or their pattern of leadership? Was there ever a time when management felt little need to address employees’ concerns for status and function, to fit “knowledge workers” into established structures of decision making and command, or to achieve effective communication in and among managerial levels? Did business ever fail to take seriously the recruitment and development of executives, the proper role of boards of directors, or the special needs of companies at different stages of development? Did business ever fail to pay adequate attention to the internal logic of work itself, or to those techniques by which managers can become both more efficient and more effective? Did business ever ignore such fundamental questions as the nature of the business business was in and of the customers business served?
I distilled leadership into three attributes. The first is working hard, and the second is taking responsibility. The third attribute of effective leadership is to earn trust. Trust is the conviction that the leader means what he says. It is a belief in something very old-fashioned: integrity.
Open Access Policy
You are free to share, copy, or redistribute the materials in this text in any medium or format. You are free to adapt, reuse, modify, transform, or build upon the materials in this text for any purpose whatsoever.
