I think he’d be very sympathetic. Drucker’s disillusionment with the level of executive greed he saw and we see today makes it very likely that he’d be a supportive fan.
And here’s an interesting quote from the man himself:
The leader cannot act in his own interests.It must be the in the interests of the customer and the worker. This is the great weakness of American management today.
[from A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher, William A. Cohen, AMACOM 2008]
When results are poor, executives don’t deserve bonuses, right Peter?
Stupidity is not learning from the mistakes of the past.
Now we see Hyatt Hotels destroying themselves in much the same way that Circuit City did before them.
What is it with these management decisions?
Paul Michelman describes the two-step process:
1. Make the decision to fire a very important yet modestly paid sector of your workforce. Fire the entire lot of them.
2. Outsource their positions to a third-party vendor who will bring in contractors to do their jobs at a lower cost. But — and this is critical — before you fire them, trick your workers into training the people who will replace them. How to pull this neat trick off? Tell them they are training vacation replacements. (Best to leave out the fact that the vacation is permanent).
How can a company compete when they turn their employees into disengaged zombies? This is an old management problem. Peter “The Great” Drucker believed that employees are assets and not liabilities. Too bad there are so many businesses that haven’t yet learned the cost of treating employees as costs.
And once again, I’m sure these executives are paid “well above the market-based salary range for their role.”