The big error during this transition was to throw the “baby out with the bath water.” Control was still necessary to pursue and achieve desirable results and empowerment only worked when workers were trained to accept more responsibility. In a few of these organizations the use of teams, empowerment, and the flattening of organizations was very old news! It was already a part of the culture. manufacturing firms demonstrated that a substitution was occurring from manual workers to information technologists. But by the early 1990s, it became absolutely clear that information technology was facilitating the flattening of organizations as well as the widespread use of teams, and the extensive practice of six-sigma quality systems. For most of this time the emphasis was on formal systems within the organizational hierarchy. I worked and taught from 1962 to 2013, applying a good deal of Drucker’s material. a deliberate process of continuous learning in the liberal arts.I have used FIVE principles and practices in Drucker’s work on “Managing Oneself” to managing myself. These changes have caused me to restructure my work to try to stay ahead of change. That way we avoid the temptation of throwing everything old out during periods of radical change.īy the end of the 20th Century significant changes were already underway. Peter Drucker projected that “We face long years of profound changes.” ( Management Challenges for the 21 st Century, 1999.) During these periods one should identify things that change and things that exhibit continuity. The body of work can be looked at using a Drucker lens for managing during periods of discontinuity.
The topic of the Drucker Forum is relevant to ongoing efforts to advance Drucker’s body of work.
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