Change Matter in Business Dynamics? Research Paper

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Drucker could "discern trends" twenty years or more before other observers could observe them the author explains, and then goes on to itemize specific programs, concepts, and strategies that management leaders either adopted or embraced to some degree:

In terms of advocating for changes in management, Drucker introduced the idea of "decentralization" in the 1940s, Byrne observes, and decentralization went on to become "a bedrock principle" for "virtually every large organization in the world." Drucker's suggested changes are as follows: a) Workers should be treated as assets, "not as liabilities to be eliminated," Drucker asserted in the 1950s, and was the first to put forth that philosophy; b) Also in the 1950s, Drucker originated the view of the corporation "as a human community" which should be build "on trust and respect for the worker" and not just a "machine" to produce profit; for this idea, Drucker achieved "an almost God-like reverence among the Japanese"; c) Another notion which Drucker put forth in the 1950s was that "there is no business without a customer," and simplistic though that may appear to be, it was widely embraced and "ushered in a new marketing mindset," Byrne emphasized; d) Drucker presented another simple but profound concept in the 1960s, according to Byrne; "long before others" Drucker emphasized the importance of "substance over style.

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Summary of the Ideas Presented

There are valuable lessons for all companies to learn in terms of changes that should be and could be implemented before the downslide begins. This paper reviewed the fact that very few foreign countries embrace America's management strategies (and in the process the paper revealed that countries like Japan and Holland, for example, don't rely so heavily on raises and workers pushing to get higher into the company's culture). The paper also delved into the management innovations of Peter Drucker, and reviewed Danny Miller's explanations as to why flourishing companies try to ride the wave of success so hard and so far they don't see that changes are necessary to remain profitable. The reasons for organizational change are obvious to some companies but not apparent to others, but smart managers should do the research to make certain they position themselves in such a way that they can alter strategies when the signs are very clear that it is time to shift gears for the future. These readings are very useful in terms of students have a better grasp of what business practices call for organizational changes that management should be alert to, and respond to.

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