Human Dignity and Status 正義と尊厳の実現

It is perhaps the biggest job of the modern corporation – to find a
synthesis between justice and dignity, between equality of opportunities
and social status and function.

  The modern corporation as a child of laissez-faire economics and of the market society is based on a creed whose greatest weakness is the inability to see the need for status and function of the individual in society. In its refusal to concern itself with the unsuccessful majority, the market society was a true child of Calvinism with its refusal to concern itself with the great majority that is not elected to be saved. Following the English philosopher Herbert Spencer, this belief is now expressed usually in the language of Darwinian “survival of the fittest” rather than in theological terms. But this does not alter the fact that the philosophy of the market society only makes sense if the unsuccessful are seen as “rejected by the Lord” with whom to have pity would be as sinful as questioning the decision of the Lord. We can only deny social status and function to the economically unsuccessful if we are convinced that lack of economic success is (a) always a person’s own fault, and (b) a reliable indication of his or her worthlessness as a human personality and a citizen.

ACTION POINT: Provide dignity to everyone you work with simply because they are human beings.

Concept of the Corporation

Human Dignity and Status [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





正義と尊厳の実現 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー


2010.06.25 | Trackback(0) | Drucker ドラッカー

Civilizing the City 都市の文明化

Only the social sector can create what we now need,
communities for citizens.

  Civilizing the city will increasingly become top priority in all countries – and particularly in the developed countries such as the United States, the United Kingdom, and Japan. However, neither government nor business can provide the new communities that every major city in the world needs. That is the task of the nongovernmental, nonbusiness, nonprofit organizations. Only the social sector can create what we now need, communities for citizens – and especially for the highly educated knowledge workers who increasingly dominate developed societies. One reason for this is that only nonprofit organizations can provide the enormous diversity of communities we need – from churches to professional associations, from organizations taking care of the homeless to health clubs...
  The nonprofit organizations are also the only ones that can satisfy the second need for effective community, the need for effective citizenship. The twentieth century saw an explosive growth of both government and business – especially in the developed countries. What the twenty-first century needs above all is equally explosive growth of the nonprofit social sector in building communities in the newly dominant social environment, the city.

ACTION POINT: Reflect on how your favorite nonprofits can help create new communities in cities.

Managing in the Next Society

Civilizing the City [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





都市の文明化 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.24 | Trackback(0) | Drucker ドラッカー

Self-Governing Communities 職場コミュニティの力

Managements have tended to reject ideas for the self-governing plant
community and for the responsible worker as an “encroachment”
on their prerogatives.

  Of all my work on management and “the anatomy of industrial order,” I consider my ideas for the self-governing plant community and for the responsible worker to be the most important and most original. A self-governing plant community is the assumption of managerial responsibility by the individual employee, the work team, and the employee group alike for the structure of the individual job, for the performance of major tasks, and for the management of such community affairs as shift schedules, vacation schedules, overtime assignments, industrial safety, and, above all, employee benefits.
  But managements have tended to reject these ideas as an “encroachment” on their prerogatives. And labor unions have been outright hostile: they are convinced that they need a visible and identifiable “boss,” who can be fought as “the enemy.” Yet what was achieved in these areas in World War II went way beyond anything that is being trumpeted today as a breakthrough, such as the highly publicized attempt to replace the assembly line at some Swedish automobile companies. This actually goes much less far than the assembly lines that have been standard in American industry, not to mention the responsibility factory-floor work teams have assumed routinely at IBM, hardly a particularly “permissive” company.

ACTION POINT: Delegate responsibility to all employees once you are assured they have been trained to assume this responsibility.

Adventures of a Bystander

Self-Governing Communities [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





職場コミュニティの力 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.23 | Trackback(0) | Drucker ドラッカー

Goal and Vision for Work 仕事の道しるべ

“All my life as a musician, I have striven for perfection.
It has always eluded me. I surely had an obligation to make one more try.”

  I have never forgotten these words – they made an indelible impression on me. Verdi, when he was my age, that was eighteen, was of course already a seasoned musician. I had no idea what I would become, except that I knew by that time that I was unlikely to be a success exporting cotton textiles. At eighteen, I was as immature, as callow, as naive as an eighteen-year-old can be. It was not until fifteen years later, when I was in my early thirties, that I really knew what I am good at and where I belong. But I then resolved that, whatever my life’s work would be, Verdi’s words would be my lodestar. I then resolved that if I ever reached an advanced age, I would not give up, but would keep on. In the meantime, I would strive for perfection even though, as I well knew, it would surely always elude me.

ACTION POINT: Strive for perfection in your work knowing that it will always elude you.

Drucker on Asia

Goal and Vision for Work [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





仕事の道しるべ [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.22 | Trackback(0) | Drucker ドラッカー

Work 仕事の意味

“The devil finds work for idle hands.”

  Work, we know, is both a burden and a need, both a curse and a blessing. Unemployment we long ago learned creates severe psychological disturbances, not because of economic deprivation, but primarily because it undermines self-respect. Work is an extension of personality. It is achievement. It is one of the ways in which a person defines himself or herself, measures his worth, and his humanity.

ACTION POINT: Don’t let your self-respect be undermined by being unemployed. Remind yourself that there are other ways to define yourself besides work.

Management: Tasks, Responsibilities, Practices

Work [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





仕事の意味 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.21 | Trackback(0) | Drucker ドラッカー

When Regulation Is Required 規制の必要性

It is management’s job to get the right regulation enacted.

  To make elimination of a detrimental business impact into a business opportunity should always be attempted. But it cannot be done in many cases. More often eliminating an impact means increasing the costs. What was an “externality” for which the general public paid becomes business cost. It therefore becomes a competitive disadvantage unless everybody in the industry accepts the same rule. And this, in most cases, can be done only by regulation – that means by some form of public action.
  Whenever an impact cannot be eliminated without an increase in cost, it becomes incumbent upon management to think ahead and work out the regulation that is most likely to solve the problem at the minimum cost and with the greatest benefit to public and business alike. And it is then management’s job to work at getting the right regulation enacted. Management – and not only business management – has shunned this responsibility.

ACTION POINT: What detrimental business impact in your industry can you turn into a business opportunity or effective regulation?

Management: Tasks, Responsibilities, Practices

When Regulation Is Required [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





規制の必要性 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.20 | Trackback(0) | Drucker ドラッカー

Inflation Versus Unemployment インフレか、失業か

Inflation is the greatest threat to retired people on pensions.

  Even since the Great Depression, unemployment has been seen as both the endemic and the most dangerous disease of modern society and economy. Under pension-fund socialism, inflation can be expected to take over both roles instead. Inflation is the greatest threat to the retired people on pensions, and an equally great one to the workers over fifty with an increasing stake in the future purchasing power of their retirement benefits. Together, these two groups constitute a near-majority of the adult population. These two groups, as a result of pension-fund socialism, have a far greater interest in preventing inflation than ever existed before. A substantial constituency of this kind, sharing a common concern, is by definition a major “interest group” in the American political system and a potent political force. At the same time unemployment is far less of a threat, if a threat at all, for the “constituency” of the pension funds, that is, retired people and older workers.

ACTION POINT: Do you agree that inflation is a bigger problem than unemployment?

The Pension Fund Revolution

Inflation Versus Unemployment [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





インフレか、失業か [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.19 | Trackback(0) | Drucker ドラッカー

Individual Development 自己啓発

The important thing is not that you have rank,
but that you have responsibility.

  The person with the most responsibility for an individual’s development is the person himself – not the boss. The first priority for one’s own development is to strive for excellence. Workmanship counts, not just because it makes such a difference in the quality of the job done, but because it makes such a difference in the quality of the job done, but because it makes such a difference in the person doing the job. Expect the job to provide stimulus only if you work on your own self-renewal, only if you create the excitement, the challenge, the transformation that makes an old job enriching over and over again. The most effective road to self-renewal is to look for the unexpected success and run with it.
  The critical factor for success is accountability – holding yourself accountable. Everything else flows from that. The important thing is not that you have rank, but that you have responsibility. To be accountable, you must take the job seriously enough to recognize: I’ve got to grow up to the job. By focusing on accountability, people take a bigger view of themselves.

ACTION POINT: Strive for excellence.

Managing the Non-Profit Organization

Individual Development [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





自己啓発 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.09 | Trackback(0) | Drucker ドラッカー

Self-Renewal 自己刷新の問い

“What do you want to be remembered for?”

  When I was thirteen I had an inspiring teacher of religion who one day went right through the class of boys asking each one, “What do you want to be remembered for?” None of us, of course, could give an answer. So, he chuckled and said, “I didn’t expect you to be able to answer it. But if you still can’t answer it by the time you’re fifty, you will have wasted your life.”
  I’m always asking that question: “What do you want to be remembered for?” It is a question that induces you to renew yourself, because it pushes you to see yourself as a different person – the person you can become. If you are fortunate, someone with moral authority will ask you that question early enough in your life so that you will continue to ask it as you go through life. It is a question that induces you to renew yourself, because it pushes you to see yourself as a different person – the person you can become.

ACTION POINT: What do you want to be remembered for?

Managing the Non-Profit Organization

Self-Renewal [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





自己刷新の問い [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.08 | Trackback(0) | Drucker ドラッカー

Sudden Incompetence 突然の無能化

The greatest waste of resources in all the organizations
I have seen is the failed promotion.

  Why should people who, for ten or fifteen years, have been competent suddenly become incompetent? The reason in practically all cases I have seen, is that people continue in their new assignment to do what made them successful in the old assignment and what earned them the promotion. Then they turn incompetent, not because they have become incompetent, but because they are doing the wrong things.
  What the new assignment requires is not superior knowledge or superior talent. It requires concentration on the things that the new assignment requires, the things that are crucial to the new challenge, the new job, the new task.

ACTION POINT: Do not continue to do in your new assignment what made you successful in the old one. When you enter a new assignment, ask “What new things should I be doing in my new assignment to be effective?”

Drucker on Asia

Sudden Incompetence [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





突然の無能化 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.06.07 | Trackback(0) | Drucker ドラッカー

Integrity in Leadership リーダーの真摯さ

The spirit of an organization is created from the top.

  The proof of the sincerity and seriousness of a management is uncompromising emphasis on integrity of character. This, above all, has to be symbolized in management’s “people” decisions. For it is character through which leadership is exercised; it is character that sets the example and is imitated. Character is not something one can fool people about. The people with whom a person works, and especially subordinates, know in a few weeks whether he or she has integrity or not. They may forgive a person for a great deal: incompetence, ignorance, insecurity, or bad manners. But they will not forgive a lack of integrity in that person. Nor will they forgive higher management for choosing him.
  This is particularly true of the people at the head of an enterprise. For the spirit of an organization is created from the top. If an organization is great in spirit, it is because the spirit of its top people is great. If it decays, it does so because the top rots; as the proverb has it, “Trees die from the top.” No one should ever be appointed to a senior position unless top management is willing to have his or her character serve as the model for subordinates.

ACTION POINT: Evaluate the character of the CEO and top management when considering a job offer. Align yourself with people who have integrity.

Managing: Tasks, Responsibilities, Practices

英語題名 [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





日本語 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2010.01.01 | Trackback(0) | Drucker ドラッカー

From Data to Information Literacy 必要とする情報

The executive and the knowledge worker have only one tool – information.

  Information is what holds an organization together and information is what makes individual knowledge workers effective. Enterprises and individuals will have to learn what information they need and how to get it. They will have to learn how to organize information as their key resource.
  In moving from data literacy to information literacy, you need to answer two principal questions: “What information does my enterprise need?” and “What information do I need?” To answer these questions you have to rethink:
  • What your job is, and what it should be
  • What your contribution is, or should be
  • What the fundamentals are of your organization
You will need three different types of information, each with its own concepts. The three primary types of information are: external information, internal information, and cross-organizational information. Your success and the success of your organization depend upon getting these answers right.

ACTION POINT: Answer these questions: “What is my job? What should be my contribution?” and “What are the fundamentals of the organization?” Then answer: “What information does my organization need?” and “What information do I need?”

Management Challenges for the 21st Century
From Data to Information Literacy (Corpedia Online Program)

From Data to Information Literacy [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





必要とする情報 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.31 | Trackback(0) | Drucker ドラッカー

Innovation for Maximum Opportunities イノベーションの能力

What is lacking to make effective what is already possible?

  The characteristic of the innovator is the ability to envisage as a system what to others are unrelated, separate elements. It is the successful attempt to find and to provide the smallest missing part that will convert already existing elements. To find areas where innovation would create maximum opportunities, one asks: “What is lacking to make effective what is already possible? What one small step would transform our economic results? What small change would alter the capacity of the whole of our resources?”
  To describe the need is not to satisfy it. But describing the need gives a specification for the desirable results. Whether they are likely to be obtained can be decided. Innovation is applicable to finding business potential and to making the future.

ACTION POINT: Ask yourself the three questions above.

Managing for Results

Innovation for Maximum Opportunities [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





イノベーションの能力 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.30 | Trackback(0) | Drucker ドラッカー

Rules for the Family-Managed Business 同族企業のための4原則

The controlling word in “family-managed business” is not “family.”
It has to be “business.”

  The first rule is that family members do not work in the business unless they are at least as able as any nonfamily employee, and work at least as hard. The second rule is equally simple: No matter how many family members are in the company’s management, and how effective they are, one top job is always filled by an outsider who is not a member of the family. Typically, this is either the financial executive or the head of research – the two positions in which technical qualifications are most important. Rule three is that family-managed businesses, except perhaps for the very smallest ones, increasingly need to staff key positions with nonfamily professionals. The knowledge and expertise needed, whether in manufacturing or in marketing, in finance, in research, in human resource management, have become far too great to be satisfied by any but the most competent family member.
  Even the family-managed business that faithfully observes the preceding three rules tends to get into trouble – and often breaks up – over management succession. Then what the business needs and what the family wants tend to collide. There is only one solution: Entrust the succession decision to an outsider who is neither part of the family nor part of the business.

ACTION POINT: Get to know the top management of a family-owned business. Ask members how they plan to handle the problem of management succession “into the next generation.” Determine whether the plans are being driven by business issues or family issues, or by a combination of the two.

Managing in a Time of Great Change

Rules for the Family-Managed Business [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





同族企業のための4原則 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.29 | Trackback(0) | Drucker ドラッカー

The Family-Managed Business 同族企業

The majority of businesses everywhere are family controlled
and family managed.

  The majority businesses everywhere – including the United States and all other developed countries – are family controlled and family managed. And family management is by no means confined to small and medium-sized firms – families run some of the world’s largest companies. DuPont, controlled and managed by family members for 170 years (since its founding in 1802 until professional management took over in the mid-1970s), grew into the world’s largest chemical company. And two centuries after a still obscure coin dealer began to send out his sons to establish banks in Europe’s capitals, financial firms bearing the Rothschild name and run by Rothschilds are still among the world’s premier private bankers.
  Yet management books and management courses deal almost entirely with the publicly owned and professionally managed company – they rarely as much as mention the family-managed business. Of course, there is no difference whatever between professionally managed and family-managed businesses in respect to all functional work: research or marketing or accounting. But with respect to management, the family business requires its own and very different rules. These rules have to be stringently observed. Otherwise, the family-managed business will not survive, let alone prosper.

ACTION POINT: Less than 30 percent of family-owned companies survive into the second generation, while only 10 percent make it to the third generation, and just 4 percent to the fourth generation (Family Magazine, Web site, June 2004). Speculate as to why family businesses have such difficulty transitioning from generation to generation.

Managing in a Time of Great Change

The Family-Managed Business [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





同族企業 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.28 | Trackback(0) | Drucker ドラッカー

Integrating the Economic and Social 経済と社会の調和

It is this absence of a functioning industrial society, able to integrate our industrial reality, that underlies the crises of our times.

  Man in his social and political existence must have a functioning society just as he must have air to breathe in his biological existence. However, the fact that man has to have a society does not necessarily mean that he has it. Nobody calls the mass of unorganized, panicky, stampeding humanity in a shipwreck a “society.” There is no society, though there are human beings in a group. Actually, the panic is directly due to the breakdown of a society; and the only way to overcome it is by restoring a society with social values, social discipline, social power, and social relationships.
  Social life cannot function without a society; but it is conceivable that it does not function at all. The evidence of the last twenty-five years of Western civilization hardly entitles us to say that our social life functioned so well as to make out a prima-facie case for the existence of a functioning society.

ACTION POINT: The passage above was written during World War II. It recognized that after centuries of industrial advance there had not been a similar advance in other institutions of society. Should the economic dimension of society ever take supremacy over the human, social, and political dimensions?

The Future of Industrial Man

Integrating the Economic and Social [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





経済と社会の調和 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.27 | Trackback(0) | Drucker ドラッカー

Return of the Demons 魔物の再現

If freedom is incompatible with security, the masses will decide for security.

  The masses, then, have become prepared to abandon freedom if this promises to reestablish the rationality of the world. If freedom is incompatible with equality, they will give up freedom. If it is incompatible with security, they will decide for security. To be free or not has become a secondary question, since the freedom available does not help to banish the demons. Since the “free” society is the one that is threatened by the demons, it seems more than plausible to blame freedom and to expect delivery from despair through the abandonment of freedom.

ACTION POINT: The passage refers to the embrace by Europe of Nazism to escape the demons of war and depression. Why will society be more likely to embrace complete regimentation and totalitarianism in the absence of strong institutions?

The End of Economic Man

Return of the Demons [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





魔物の再現 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.26 | Trackback(0) | Drucker ドラッカー

The Unfashionable Kierkegaard 信仰

Faith enables man to die; but it also enables him to live.

  My work has indeed been totally in society. But I knew at once, in those far-back days of 1928, that my life would not and could not be totally in society, that it would have to have an existential dimension that transcends society. Still my work has been totally in society – except for this essay on Kierkegaard.
  Though Kierkegaard’s faith cannot overcome the awful loneliness, the isolation and dissonance of human existence, it can make it bearable by making it meaningful. The philosophy of the totalitarian creeds enables man to die. It is dangerous to underestimate the strength of such a philosophy; for, in a time of sorrow and suffering, of catastrophe and horror, it is a great thing to be able to die. Yet it is not enough. Kierkegaard’s faith, too, enables man to die; but it also enables him to live. Faith is the belief that in God the impossible is possible, that in Him time and eternity are one, that both life and death are meaningful. Faith is the knowledge that man is creature – not autonomous, not the master, not the end, not the center – and yet responsible and free. It is the acceptance of man’s essential loneliness, to be overcome by the certainty that God is always with man, even “unto the hour of our death.”

ACTION POINT: Salvation by society has always failed in the end. Find a purpose that sustains you both in society and as a human being.

The Ecological Vision

The Unfashionable Kierkegaard [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





信仰 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.25 | Trackback(0) | Drucker ドラッカー

Human Existence in Tension 人間の実存

For Kierkegaard, human existence is possible only in tension –
in tension between man’s simultaneous life as an individual
in the spirit and as a citizen in society.

  Disintegration of the rational character of society and the rational relationship between individual and society is the most revolutionary trait of our times.
  Society must make it possible for man to die without despair if it wants him to be able to live exclusively in society. And it can do so in only one way: by making individual life meaningless. If you are nothing but a leaf on the tree of the race, a cell in the body of society, then your death is not really death; you had better call it a process of collective regeneration. But then of course your life is not a real life either; it is just a functional process within the life of the whole, devoid of any meaning except in terms of the whole. Thus an optimism that proclaims human existence in society leads straight to despair. And this despair can lead only to totalitarianism. Human existence is possible as existence not in despair, as existence not in tragedy; it is possible as existence in Faith. Faith is the belief that in God the impossible is possible, that in Him time and eternity are one, that both life and death are meaningful.

ACTION POINT: Reflect on the following: “Human existence is possible only in tension – in tension between man’s simultaneous life as an individual in the spirit and as a citizen in society.

The Ecological Vision
The End of Economic Man

Human Existence in Tension [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





人間の実存 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.24 | Trackback(0) | Drucker ドラッカー

Spiritual Values 精神的な価値への回帰

Only compassion can save – the wordless knowledge of my own
responsibility for whatever is being done to the least of God’s children.
This is knowledge of the spirit.

  Society needs a return to spiritual values – not to offset the material but to make it fully productive. However remote its realization for the great mass of mankind, there is today the promise of material abundance or at least of material sufficiency. Mankind needs the return to spiritual values, for it needs compassion. It needs the deep experience that the Thou and the I are one, which all higher religions share. In an age of terror, of persecution, and of mass murder, such as ours, the hard shell of moral callousness may be necessary to survival. Without it we might yield to paralyzing despair. But moral numbness is also a terrible disease of mankind and soul, and a terrible danger. It abets, even if it does not condone, cruelty and persecution. We have learned that the ethical humanitarianism of the nineteenth century cannot prevent man from becoming beast.
  The individual needs the return to spiritual values, for the can survive in the present human situation only by reaffirming that man is not just a biological and physiological being but also a spiritual being, that is, creature, and existing for the purpose of his Creator and subject to Him. Only thus can the individual know that the threat of instant physical annihilation of the species does not invalidate his own existence, its meaning, and its responsibility.

ACTION POINT: In the presence of the threat of instant annihilation, how can we maintain meaning and responsibility without spiritual values?

Landmarks of Tomorrow

Spiritual Values [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





精神的な価値への回帰 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.23 | Trackback(0) | Drucker ドラッカー

Limits of Social Responsibility 社会的責任の限界

“It is not enough for business to do well; it must also do good.”
But in order to “do good,” a business must first “do well.”

  Whenever a business has disregarded the limitation of economic performance and has assumed social responsibilities that it could not support economically, it has soon gotten into trouble.
  Union Carbide was not socially responsible when it put its plant into Vienna, West Virginia, to alleviate unemployment there. It was, in fact, irresponsible. The plant was marginal to begin with. The process was obsolescent. At best the plant could barely keep its head above water. And this, inevitably, meant a plant unable to take on social responsibility, even for its own impacts. Because the plant was uneconomical to begin with, Union Carbide resisted so long all demands to clean it up. This particular demand could not have been foreseen in the late 1940s, when concern with jobs far outweighed any concern for the environment. But demands of some kind can always be expected. To do something out of social responsibility that is economically irrational and untenable is therefore never responsible. It is sentimental. The result is always greater damage.

ACTION POINT: Explain why this is true: In order for a business to “do good,” it must first “do well,” and indeed very well.

Management: Tasks, Responsibilities, Practices

Limits of Social Responsibility [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





社会的責任の限界 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.22 | Trackback(0) | Drucker ドラッカー

The Whistle-Blower 内部告発の二面性

Whistle-blowing is ethically ambiguous.

  Today’s ethics of organization debate pays great attention to the duty to be a “whistle-blower” and to the protection of the whistle-blower against retaliation or suppression by his boss or by his organization. This sounds high-minded. Surely, the subordinate has a right, if not indeed a duty, to bring to public attention and remedial action his superior’s misdeeds, let alone violation of the law on the part a superior or of his employing organization. But in the context of the ethics of interdependence, whistle-blowing is ethically quite ambiguous.
  To be sure, there are misdeeds of the superior or of the employing organization that so grossly violate propriety and laws that the subordinate (or the friend, or the child, or even the wife) cannot remain silent. This is, after all, what the word “felony” implies; one becomes a partner to a felony and criminally liable by not reporting, and thus compounding it. But otherwise? It is not primarily that to encourage whistle-blowing corrodes that bond of trust that ties the superior to the subordinate. Encouraging the whistle-blower must make the subordinate lose trust in the superior’s willingness and ability to protect people.

ACTION POINT: The Sarbanes-Oxley law encourages whistle-blowing from insiders in the case of corporate corruption. How will this legislation affect the bond between superior and subordinates?

The Ecological Vision

The Whistle-Blower [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





内部告発の二面性 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.21 | Trackback(0) | Drucker ドラッカー

The Temptation to Do Good 善への誘惑

Public-service institutions are out to maximize rather than to optimize.

  The most important obstacle to innovation is that public-service institutions exist, after all, to “do good.” This means that they tend to see their mission as a moral absolute rather than as economic and subject to a cost/benefit calculus. Economics always seeks a different allocation of the same resources to obtain a higher yield. In the public-service institution, there is no such thing as a higher yield. If one is “doing good,” then there is no “better.” Indeed, failure to attain objectives in the quest for a “good” only means that efforts need to be redoubled.
  “Our mission will not be completed,” asserts the head of the Crusade Against Hunger, “as long as there is one child on the earth going to bed hungry.” If he were to say, “Our mission will be completed if the largest possible number of children that can be reached through existing distribution channels get enough to eat not to be stunted,” he would be booted out of office. But if the goal is maximization, it can never be attained. Indeed, the closer one comes toward attaining one’s objective, the more efforts are called for. For, once optimization has been reached, additional costs go up exponentially while additional results fall off exponentially. The closer a public-service institution comes to attaining its objectives, therefore, the more frustrated it will be and the harder it will work on what it is already doing.

ACTION POINT: Prison Fellowship seeks to reduce the rate at which released prisoners are incarcerated again because of new crimes. Why would it be unwise for Prison Fellowship to try to eliminate so-called “recidivism?”

Innovation and Entrepreneurship

The Temptation to Do Good [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





善への誘惑 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.20 | Trackback(0) | Drucker ドラッカー

Rules for Successful Alliances 提携における5つの原則

Alliances tend to get into serious trouble when they succeed.

  While their failure rate in early years is no higher than that of new ventures, alliances tend to get into serious trouble – sometimes fatal – when they succeed. Often when an alliance does well, it becomes apparent that the goals objectives of the partners are not compatible.
  The problems can be anticipated and largely prevented by following five rules.
  1. Before tha alliance is completed, all parties must think through their objectives and the objectives of the “child.”
  2. Equally important is advance agreement on how the joint enterprise should be run.
  3. Next, there has to be careful thinking about who will manage the alliance.
  4. Each partner needs to make provisions in its own structure for the relationship to the joint enterprise and the other partners. The best way, especially in a large organization, is to entrust all such “dangerous liaisons” to one senior executive.
  5. Finally, there has to be prior agreement on how to resolve disagreements. The best way is to agree, in advance of any dispute, on an arbitrator whom all sides know and respect and whose verdict will be accepted as final by all of them.

ACTION POINT: Alliances have been portrayed as “dangerous liaisons.” What is do dangerous about entering into an alliance?

Managing for the Future

Rules for Successful Alliances [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





提携における5つの原則 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.19 | Trackback(0) | Drucker ドラッカー

Alliances for Progress 海外進出形態の変化

The practice of management will have to base itself on the new assumption
that its scope is not legal but the entire economic chain.

  Business growth and business expansion in different parts of the world will increasingly not be based on mergers and acquisitions or even on starting new, wholly owned businesses there. They will increasingly have to be based on alliances, partnerships, joint ventures, and all kinds of relations with organizations located in other political jurisdictions. They will increasingly have to be based on structures that are economic units and not legal – and therefore not political – units.
  There are many reasons growth henceforth will be based on partnerships of all sorts rather than on outright ownership and command-and- control. One of the more compelling will be the need to operate in both a global world economy and a splintered world polity. A partnership is by no means a perfect solution to this problem. But at least the conflict between economic reality and legal reality is greatly lessened if the economic unit is not also a legal unit, but is a partnership, an alliance, a joint venture, that is a relationship in which political and legal appearance can be separated from economic reality.

ACTION POINT: A very successful U.S. company constructed a number of plants in South America. A less prominent U.S. company decided to form alliances with existing companies in South America. The first company failed miserably, whereas the second succeeded. What insights are provided by this reading as to why the second was successful and the first a failure?

Management Challenges for the 21st Century

Alliances for Progress [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





海外進出形態の変化 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.18 | Trackback(0) | Drucker ドラッカー

Promote Across Lines 企業買収における昇進

Politically, the people in the acquired company become “us”
determined to defend their business against “them.”

  Even if all the rules have been faithfully observed, many acquisitions end up failing or at least take forever before they live up to their expectations. Legally the acquired business is now part of the acquiring company. But politically, the people in the acquired company become “us” determined to defend their business against “them,” the people in the acquiring company. And the people in the acquiring company similarly think and act in terms of “us” against “them.” Sometimes it takes a whole generation before these invisible but impenetrable barriers come down. It is therefore imperative that, within the first few months after the acquisition, a number of people on both sides are promoted to a better job across the lines. This way both sides see the acquisition as a personal opportunity.
  The goal is to convince managers in both companies that the merger offers them personal opportunities. This principle apples not only to executives at or near the top, but also to they younger executives and professionals, the people on whose dedication and efforts any business primarily depends. If they see themselves blocked as a result o an acquisition, they will “vote with their feet,” and as a rule they can find new jobs even more easily than displaced top executives.

ACTION POINT: Make sure you promote people in the wake of an acquisition.

The Frontiers of Management
The Successful Acquisition (Corpedia Online Program)

Promote Across Lines [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





企業買収における昇進 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.17 | Trackback(0) | Drucker ドラッカー

Provide New Top Management 買収された側のトップ

The Business these people sell is their “child.”

  Within a year or so, the acquiring company must be able to provide top management for the company it acquires. The buyers has to be prepared to lose the top incumbents in companies that are bought. Top people are used to being bosses; they don’t want to be “division managers.” If they were owners or part-owners, the merger has made them so wealthy they don’t have to stay if they don’t enjoy it. And if they are professional managers, without an ownership stake, they usually find another job easily enough. Then to recruit new top management is a gamble that rarely comes off.
  This applies particularly to a CEO who originally built the company that he or she sold. Very often this CEO has actually initiated the acquisition. He or she typically expects the acquirer to make the changes that he or she has been reluctant to make – for instance, get rid of and old employee who is a close friend and ha served the company faithfully as it grew but has been long outgrown by the job. But still, the business these people sell is their “child.” And the moment it is owned by someone else, they become protective and see their job as defending the “child” against one of those unfeeling “foreigners” who now own it.

ACTION POINT: Investigate a recent acquisition by your company or another company. What happened to the top management of the acquired company?

The Frontiers of Management
The Successful Acquisition (Corpedia Online Program)

Provide New Top Management [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





買収された側のトップ [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.16 | Trackback(0) | Drucker ドラッカー

Respect for the Business and Its Values 企業買収における体質の一致

The acquisition must be a “temperamental fit.”

  No acquisition works unless the people in the acquiring company have respect for the product, the markets, and the customers of the company they acquire. Though many large pharmaceutical companies have acquired cosmetic firms, none has made a great success of it. Pharmacologists and biochemists are “serious” people concerned with health and disease. Lipsticks and lipstick users are frivolous to them. By the same token, few of the big television networks and other entertainment companies have made a go of the book publisher they bought. Books are not “media,” and neither book buyers nor authors – a book publisher’s two customers – bear any resemblance to what the Nielsen rating means by “audience.” Sooner or later, usually sooner, a business requires a decision. People who do not respect or feel comfortable with the business, its products, and its users invariably make the wrong decision.

ACTION POINT: Take an acquisition with which you are familiar. Was there a temperamental fit between the tow companies? How did the companies respect, or fail to respect, each other’s business?

The Frontiers of Management
The Successful Acquisition (Corpedia Online Program)

Respect for the Business and Its Values [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





企業買収における体質の一致 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.15 | Trackback(0) | Drucker ドラッカー

Common Core of Unity 事業の核としての共通性

There has to be a “common culture” ore at least a “culture affinity.”

  Successful diversification by acquisition, like all successful diversification, requires a common core of unity. The two businesses must have in common either markets or technology, though occasionally a comparable production process has also provided sufficient unity of experience and expertise, as well as a common language, to bring companies together. Without such a core of unity, diversification, especially by acquisition, never works; financial ties alone are insufficient.
  One example is a big French company that has been built by acquiring producers of all kinds of luxury goods: champagne and high-fashion designers, very expensive watches and perfumes and handmade shoes. It looks like the worst kind of conglomerate. The products have seemingly nothing in common. But all of them are being bought by customers for the same reason, which, of course, is not utility or price. Instead, people buy them because they are “status.” What all the acquisitions of this successful acquirer have in common is their customers’ value Champagne is being sold quite differently from high fashion. But it is being bought for much the same reason.

ACTION POINT: In any acquisition, make sure there is a common culture or a cultural affinity between the two entities.

The Frontiers of Management
The Successful Acquisition (Corpedia Online Program)

Common Core of Unity [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





事業の核としての共通性 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.14 | Trackback(0) | Drucker ドラッカー

What the Acquire Contributes 企業買収の成否

The successful acquisition is based on what the acquiring
company contributes to the acquisition.

  An acquisition will succeed only if the acquiring company thinks through what it can contribute to the business it is buying, not what the acquired company will contribute to the acquirer, no matter how attractive the expected “synergy” may look. What the acquiring company contributes may vary. It may be management, technology, or strength in distribution. This contribution has to be something besides money. Money by itself is never enough.
  The acquisition of Citibank by Travelers was successful because the acquiring company, Travelers, thought through and planned what it could contribute to Citibank that would make a major difference. Citibank had established itself successfully in practically every country of the world and had, at the same time, built a transnational management. But in its products and services Citibank was still primarily a traditional bank, and its distributive and management capacity way exceeded the products and services commercial banking can produce and deliver. And Travelers had a good many of these products and services. What it saw itself as being able to contribute was greatly to increase the volume of business the superb Citibank worldwide distribution system and management could sell, and at little or no extra cost.

ACTION POINT: Before making and acquisition, focus on contribution, not synergy.

The Frontiers of Management
The Successful Acquisition (Corpedia Online Program)

What the Acquire Contributes [毎日ドラッカー] The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Peter Ferdinand Drucker P.F.Drucker





企業買収の成否 [毎日ドラッカー] ドラッカー 365の金言 ピーター・ドラッカー P.F.ドラッカー

2009.12.13 | Trackback(0) | Drucker ドラッカー

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【スエルテ - SUERTE】

Author:【スエルテ - SUERTE】
ピーター・ドラッカー(P.F.ドラッカー、Peter Ferdinand Drucker)の鋭い洞察力および示唆に富んだ文章は我々を魅了します。
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