Celebrating 50 years: memorable gurus and cutting edge theories.
* MBOs. Peter Drucker, the "father of modern management," describes the management by objectives method in which managers establish overall goals and define individual areas of responsibility in terms of expected results (1954, The Practice of Management, Harper& Row).
* Long-range planning. In the aftermath of World War II, organizations once again have time to think about the future and begin to set forward-thinking goals.
* Behavioral theories. Douglas McGregor explores assumptions about human nature, which leads him to develop a list of characteristics of effective (participative) and ineffective (autocratic) management teams (1960, The Human Side of Enterprise, McGraw-Hill).
* Strategic planning. A faculty group at Harvard Business School develops the concept of strategic planning - a process that allows an organization to define its mission, establish objectives, and develop strategies to operate successfully ("Seeing the Big Picture," Samuel B. Shapiro, CAE, Leadership, 1992).
* The knowledge worker. Peter Drucker observes that a key task of management will be to "make knowledge productive . . . The basic capital resource, the fundamental investment, but also the cost center of a developed economy, is the knowledge worker who puts to work what he has learned in systematic education" (1973, Management, Harper & Row).
* Leadership patterns. Robert Tannenbaum and Warren Schmidt discuss the concept of a range of behaviors (democratic to authoritarian) that managers can use to make leadership decisions ("How to Choose a Leadership Pattern," Harvard Business Review, May/June 1973).
* Quality control. W. Edwards Deming receives long-overdue recognition for his insights on quality control in the American business community after the airing of an NBC program on June 24, 1980, about how a Japanese award for quality production was named after him. Deming identified seven deadly sins of U.S. management as well as 14 ways to transform American industry (1998, Management Innovators, The People and Ideas That Have Shaped Modern Business, Oxford University Press).
* Megatrends. John Naisbitt births a best-seller when he predicts that 10 trends will shape society in the 1980s (1982, Megatrends, Warner Books).
* One-minute management. Quick, but effective, management skills become the buzzword when Kenneth Blanchard and Spencer Johnson describe how to catch people in the act of doing things right (1982, The One Minute Manager, William Morrow).
* MBWA. Management by walking around gets a brief mention in Tom Peters's first book and an entire chapter in A Passion For Excellence: The Leadership Difference (1985, Random House).
* Alliances. Rosabeth Moss Kanter predicts that partnership alliances will be the wave of the organizational future (1989, When Giants Learn to Dance, Simon & Schuster).
* Effective habits. Stephen Covey shares his insights on how fundamental principles of human effectiveness can be applied to one's personal and professional goals (1989, The 7 Habits of Highly Effective People, Simon & Schuster).
* TQM. Total quality management is introduced. Its guiding principles: A customer-driven system, including continuous improvement; emphasis on problem prevention; and providing customers the best value for their money.
* Scenarios. Futurist Peter Schwartz discusses how scenario building can be used as a tool for developing strategic vision within organizations (1991, The Art of the Long View, Currency/Doubleday).
* Comic relief. Scott Adams, creator of the "Dilbert" comic strip, pokes fun at climbing the business ladder - to the daily delight of millions.
* Consumer trends. Marketing analyst Faith Popcorn accurately predicts such trends as "cocooning" (the stay-at-home syndrome), the demand for four-wheel drive, and the explosive growth in home businesses (1991, The Popcorn Report: Faith Popcorn on the Future of Your Company, Your World, Your Life, Doubleday; 1998, Clicking: 17 Trends That Drive America, Harper Business).
* Business process reengineering. Core business processes are fundamentally redesigned.
* Web of inclusion. Sally Helgesen describes a "new architecture for building great organizations" whose foundation is one of flexibility, integration, unrestricted access, and ongoing evolution (1995, The Web of Inclusion, Currency/Doubleday).
* Emotional intelligence. Daniel Coleman explains how emotion is crucial to effective thought and decision making (1995, Emotional Intelligence, Bantam Books).
* Corporate soul. Alan Briskin ponders how organizations can "better reflect the whole human being" (1996, The Stirring of Soul in the Workplace, Jossey-Bass).
* Intrapreneurship. Management guru Peter Drucker describes a process by which management fosters innovation.
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|Title Annotation:||outstanding management experts and theories since the 1950s; News & Know-How|
|Date:||Oct 1, 1999|
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