Management and Leadership Principles Peter F Drucker

Management and Leadership Principles Peter F DruckerIntroduction about Peter F DruckerPeter F Drucker, the father of modern management was a social commentator and preeminent business philosopher. Born on November 19, 1909, this management consultant wrote books and other scholarly articles, exploring the ways in which businesses governments and the non-profit sectors of society get organized. His characteristic between management and drawing cardship has been a popular topic for debate for several years now.Leadership doing the right thingsLeadership acts as a animate being in servetling on the best course of action to take- what ar the things that should be d ane to reach our targets? But according to Druckers philosophy, leadership is strong and happy when the leader thinks through questions like Of those things that would make a difference, which are right for me?By doing the right things, he retrievet that effective leadership is considering the come withs mission, desc ribing it and openly establishing it. It is a leaders job to set clear goals for the company and define the standards needed to be maintained while achieving the goals. Being sensitive that he is not in break of the universe, he has to make compromises. This, however, he does once he has thought of the right and the desirable.Drucker defines leadership as mundane, unromantic and boring. Its essence lies in performance. Effective leaders forbear on checking their performance against the achievement of their goals. This practice helps them to analyse their choices and decide on what is important and needs immediate attention. It also assists them in identifying their strengths and recognizing their weaknesses. Regarding this, Drucker saysI have seen a great many people who are exceedingly good at execution, but exceedingly poor at picking the important things. They are royal at getting the unimportant things done. They have an impressive record of achievement on trivial matters.Se tting the right kind of goals plays a significant role in developing a successful leader. It is of extreme importance to set realistic achievable goals which fit in with the over each mission, keeping in judgement the external constraints such as political, economical, and financial and internal constraints such as the current resources available and the interpersonal issues.In accordance with this statement of his, lies the aspect of debt instrument within leadership. Rank and privilege is not the nucleus to leadership. It is, in fact, the nose out of responsibility that the leader feels and exhibits that represents strong and reliable leadership. Hence, a successful leader is one who takes initiative to tackle a task and uses the deed overn resources optimally to derive maximum benefit. Drucker claims Americas chief of army staff in World War II, ecumenic George Marshall, became a productive leader through responsibility and diligence. Such kinds of leaders do not fear the self-determined subordinates. Instead, they encourage their juniors, assisting them to reach their potential and accomplish all that they are capable of.Being ambitious for a leader is far smaller a risk than being mediocre. An effective leader is also aware of the consequence that organizations face in case of the leaders impeachment. In regard to this, Drucker rightly saysAn effective leader knows that the ultimate task of leadership is to create sympathetic energies and human visionDrucker at one point stresses over the effectiveness that every leader is expected to possess. Be it in a government agency, a hospital, a business, a labour union, a university or army, a leader seems to bear high intelligence and imagination only seconds it. Yet he lacks the racy link between his effectiveness and his intelligence, imagination or knowledge.However, many leaders come in contact with the dangerous near successes traps which usually revolve slightly the mindset that one big push is all that is needed now. At such a stage, a leader should critically ask himself When should I fit pouring resources into things that have achieved their purpose? This clearly shows that an essential leadership task is knowing when something has been used to its fullest, with maximum benefit derived. Once this is discovered, a good leader would know that now is the time to stop and move on to newer things because there are no more returns to be enjoyed. To this, Drucker claims to have advised his friend deform Wareen, in these wordsDont tell me what youre doing, Rick. Tell me what you stopped doing.A successful leader also manages to earn the utmost trust of his followers. This does not necessarily mean that the followers are expected to like him and agree with him at every point. Instead, Drucker finds the reflection of it in the term integrity- followers should know that their leader means what he says. He should be a man of his words. Hence, leadership calls for congruency in be liefs, words and actions. And it should be consistent as he saysEffective leadership- and again this is very senescent wisdom-is not based on being clever it is based primarily on being consistent.Management doing the things rightManagement as an institution has emerged promptly and has had a huge impact so far. It has altered the social and economic structure of the developed countries. It has also impacted countries which participated in these economies as equal. Few executives get by the tremendous force that management has.According to Drucker, management follows leadership. It involves doing what has been pointed out by the leader. It is not a bag of techniques and tricks. Neither is it a bundle of analytical tools such as those taught in business schools. Management, with its successes and problems, is rather based on a few basic principlesManagement is about human beings. It is a critical, determining compute for organization which teaches people to perform with cooperat ion, capitalize on their strengths and ignore their weaknesses.Management is rooted in culture since it involves bringing people closer in a common venture. Finding parts of history, tradition and culture which can be used as the management elements is the basic challenge faced by the managers in developing countries.Commitment to common goals is essential for any opening move to function successfully. Clear objectives defining a common vision is a prerequisite to its success. A manager is expected to think carefully and then set objectives, goals and the values to be demonstrated which he can later exemplify. Once the manager has determine a well rounded mission statement and goals and communicated it effectively at every level of the organization, there is a good chance that the venture exit succeed. This is because all employees will have a sense of direction which will make them aim at a common objective.Growth and development of the endeavor and each of its members also res ults from management. Training and development should be established on all levels of institution.Communication and individual responsibility are the basis upon which any enterprise flourishes. All the people working in it, from divers(prenominal) backgrounds and possessing different skills, should be working towards reaching a common aim, cooperating with each other simultaneouslyThe sum of output does not depict the performance of management and neither that of enterprise. It is in fact elements like market standing, innovation, productivity, development of people, quality and financial position which give a clear picture of the performance and survival of an enterprise.The enterprise is different with regard to its insides and outsides. The result only exists on the outside, which, for a business would be a satisfied customer. Lying on the insides of an enterprise are only its costs.Managers who understand these principles and adopt them in their course of action will develop i nto achieving managers. Thus by doing the right things, Drucker meant that a perfect manager is one who gets things done cost-effectively.Management has different dimensions to it and one of these is managing people. Drucker initially believed that there has to be one well delineate way to manage people. But the work of Abraham H. Maslow in his book Eupsychian Management deeply influenced him and he became an immediate convert. Maslow had given enormous evidence about how different people should be managed in different ways.Argument ComparisonIt has been quite a fascinating debate as to whether leadership and management can co-exist. some other similar questions in this context are concerned with which of the two is more important. Evidence suggests that both are vital for any organization. And both can co-exist. In fact, the relationship between leadership and management can be described as being interdependent. By comprehending the difference between the two and sticking to th eir core structure, a leader and a manager together, can make the workplace much more productive.Stephen Covey demonstrates the difference between leadership and management by observing the pattern of functioning of a corporate leader. He spent most of his time managing day to day operations. To ensure maximum production, he worked with his managers, zesty with them. This was prior to learning about leadership. Once he got enlightened with the whole idea behind leadership, he quit taking care of the day-to-day operations. Instead, he explored the trends, examined data and began investigating ways for his company to remain competitive. In order to achieve this, he began setting strategic objectives for growth. As a result, corporate simoleons rose beyond 50% within a year, after years of sluggish pace at which the company grew.This example visibly shows how leadership lessened when the leader was trying to fill a managers place too. Once he established strong leadership with focus on the achievement of strategic objectives, his company further progressed. Thus, it verifies that management is all about assessing the strength and weaknesses of people and assigning them adequate tasks to reach the optimum output ( capacity) where as leadership involves defining the set of actions needed to finish off those tasks and provides the drive, creates the energy to remain focused (effectiveness). Drucker at one place saidEffectiveness (leadership) has to do with quality-the right direction and efficiency (management) has to do with time.ConclusionTo conclude, it is justified to say that both leadership and management are much more broad terms than perceived. Both are as complex institutions, but nonetheless, essential for any organizations success. For an organization to succeed, it is vital that they find a balance between the two institutions, i.e leadership and management. This is because only if both the functions are effectively performed can a business operate i n this competitive environment. Both are important jobs. While one gives the corporation a sense of purpose, the other provides it with the push in the right direction. Thus, Peter Drucker has accurately pointed out differences between the two and has given the professionals an insight to the fundamentals of an effective leadership and an efficient management system, which when coupled can lead a business to new heights of prosperity.