Case Study Of Peter F. Drucker's Management
1223 Words5 Pages
Peter F. Drucker’s ‘Management: Tasks, Responsibilities and Practices’ book explained clearly the important of the firm’s efficiency as important as the effectiveness. If the effectiveness is the route to the success, then the efficiency is the best vehicle to the profit. Fail to maintain the efficiency may lead to bankruptcy even though that firm is adopting the highest level of best practices (Drucker, 1993). According to Drucker, small changes into the product, technology, process, market and other activities within the business would significantly bring the business closer to the full realization of its potential. Kodak, Motorola and recently Nokia were the examples of fail to realize their potentials.
The concept of evaluating efficiency has been with us for many decades. Starting from the nonprofit sectors such as education and healthcare to the financial institution and now even the sports and entertainment sectors do also been measured their efficiency. It is become an alternative to a company’s performance management (Sowlati, 2005) as whole and individual unit (Borenstein, Becker, & Prado, 2004). Besides, it’s also measure the reputation, benchmark within the industry (Brønn & Brønn, 2005) and even stabilize the company’s finance better (GÖKGÖZ & ÇANDARLI, 2011).
There wasn’t any doubt about the importance of measuring the efficiency of the company. But does all industry make use this tool as their premier performance measurement?
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Abraham Zaleznik in his article, “Managers and Leaders: Are They Different?” (1977) puts forth a claim that in every aspect of personality and reaction to certain events, managers and leaders are fundamentally different from each other. In this paper, I shall summarize Zaleznik’s argument and subsequently his reasons and evidences to make such a claim. To build on his main claim, Zaleznik at first creates a fine line between managers and leaders based on their personalities. He states that a manager operates in the realms of rationality; his reasons being the structured, ordered environment managers exercise their power in: the business organization.
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Transformational Approach Transformational leadership style work towards high levels of communication from a management to meet goals. Leaders are meant to motivate employees and augment productivity and efficiency through communication and high visibility. This style of leadership really does need the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. Transformational leadership proves to be efficient not only in business, but in all other sectors where it is used.
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In reference to Marks and Spencer, it is essential for organisation before making use of best-in-class benchmarking to measure organisational performance by analysing internal as well as external competition. It can be an integral part for improvement of organisation, however it is a fact that Marks and Spencer could not able to employ all the relevant strategies patented by competitors. But it can help in making appropriate business decisions as management will be aware of all the advantages as well as difficulties that lies in incorporating specific changes. It depicts that role of best-in-class benchmarking data play efficient role in decision making process which is dependent on the business requirements of Marks and Spencer (Shao L. P.,
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1) Question: If you were consulting with the HTE board of directors soon after Harold started making changes, what would you advise them regarding Harold’s leadership from a transformational perspective? Answer: Firstly, transformational leadership is a process that does exactly how it sounds, it transforms people. Through this sort of leadership, it is involved in being concerned with things such as standards, values, ethics, emotions, and long-term goals. If I were consulting with the HTE board of directors I would advise regarding Harold’s lack of awareness for those around himself and how that was making him an ineffective president.
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Topic: The Focused Leader Goleman, D. (2013). The focused leader: How effective executives direct their own and their organization’s attention. Harvard Business Review, pp. 51-60.
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