紐約大學杜拉克 Annual Drucker Symposium (演說等)

2015.10.18  去某二手書店買了好幾本關於Peter Drucker的書 (包括一本台灣翻譯的小說；因為有許多藏在永和箱中，這樣比較便利。台灣相關書約三十多本，我還想湊熱鬧。)

有些資訊可以彌補時空上的距離，譬如說，我說過："【杜魯克：開創企業社會的人】，沈鑑治譯，香港：今日世界出版社，1984；第12章： 講堂上的杜魯克 (1975.3.18~19) ：300人企業人士參加，每人繳60元美金"。

現在，在【杜拉克跨世講堂】，可知他在其他大學等地的演講，包括1981年{管理日益複雜的大型組織} (Managing the Increasing Complexity of Large Organization, pp.92-99，出處為"摘自紐約大學杜拉克專題講座的演說"。



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Title Peter Drucker symposium - “managing the increasing complexity of large organizations” - reel I, part 1 of 2; 1981-04-22
Creator Drucker, Peter F. (Peter Ferdinand), 1909-2005
Contributors Gladwin, Tom W., 1935- (moderator)
Subject - LCSH Drucker, Peter F. (Peter Ferdinand), 1909-2005
Sloan, Alfred P. (Alfred Pritchard), 1875-1966
Bell Telephone Company
American Can Company
Decentralization in management
General Electric Company
Information technology
Skeleton
Autonomy
Pharmaceutical industry
Toyota automobiles
Gladwin, Tom W., 1935-
Hawkins, Robert G.
Japan
Research
World Trade Center (New York, N.Y.)
Lectures and lecturing
Siemens Aktiengesellschaft
Subject - Local May, William Frederick

Annual Drucker Symposium
Description This is an audio recording from day two of the Annual Peter F. Drucker Symposium, sponsored by the graduate school of business administration of New York University. The talk is about managing increasing complexity of large organizations. Drucker says we’ve gotten to a point where companies are facing new complexities that make it difficult to work with simple traditional structures. Research needs to be done where the researchers are, and products need to be sold where the customers are, but sometimes that leaves the organization fractured around the world. There needs to be new structural principles to fit the new situations, but according to Drucker “we ain’t got none”, only patchwork. He also compares the ideal organization to a human body, with several systems that are interrelated but autonomous. Drucker concludes with saying the only way we can manage the complexity as we switch from “mechanical models” to “organic models” in all areas is for the individual to find out what he needs to learn, what placement he needs to have, and what responsibilities he must take on to support the structure. There are sections of this tape that have loud static.
Publisher The Drucker Institute
Date 1981-04-22
Language eng
Notes For part 2, please see: http://ccdl.libraries.claremont.edu/cdm/ref/collection/dac/id/4794. For reel 2, please see: http://ccdl.libraries.claremont.edu/cdm/ref/collection/dac/id/4795.
Source Compact disc: Peter Drucker Symposium "Managing the Increasing Complexity of Large Corporations" reel I Part 1 of 2; 4/22/81; Box 101, compact discs; converted from reel to reel by SunDog Media Services
Collection Drucker Archives - http://ccdl.libraries.claremont.edu/col/dac
Rights For permission to use this item, contact The Drucker Institute, http://www.thedruckerinstitute.org
Type Moving Image
Format video/f4v
Running time 00:53:38
Catalog Date 2012-07-10; 2012-07-11; 2014-07-24
Object File Name dac01684.f4v






http://ccdl.libraries.claremont.edu/cdm/search/collection/dac/searchterm/Annual%20Drucker%20Symposium/order/nosort


1979
This is side B of the second tape, from the second day of the annual Drucker Symposium of 1979. Bill Dill is the moderator, and Worth Loomis is the panelist. The topic for the day is managing productivity. This segment is a continuation of the...


1982.4.21

This is side A of the first tape, from day one, of the annual Peter Drucker Symposium of 1982. The topic of the day is "Free Enterprise: The Conditions for Survival." Bob Hawkins is the moderator. Peter Drucker discusses the problems with employee...

1983

1987 “managing the increasing complexity of large organizations”

1988
This is side A of the first tape, from day one, of the annual Drucker Symposium of 1988. The topic of the day is "how to help organizations evolve into new organizational forms." Dr. Warrington Parker is a panelist. They discuss the role of...

Peter Drucker Symposium, "insight on implementing growth" - tape 4 side b, 1988-04-14



Peter Drucker Symposium, "the world’s financial system in transition" - tape 1 side a, 1989-04-12

Peter Drucker Symposium, "a post business society" - tape 3 side b, 1989-04-12

This is side A of the fourth tape, from day two, of the annual Drucker Symposium of 1989. The topic of the day is “does bigness in a business have a future?”. Peter Drucker discusses three trends related to the future of “bigness” in business:...

This is an audio recording of the end of the Peter Drucker Symposium on April 22, 1981. It includes the last portion of the question and answer segment, as well as Drucker’s talk on “Towards the Next Economics”. The questions that come up in the...

1989.11.18   80大壽     


This is an audio recording of Peter Drucker speaking on what will make executives effective in the 1990s, as well as the question and answer portion for all the panelists. The audience sings “Happy Birthday”, and Drucker thanks them and adds that...

This is an audio recording of a series of panelists speaking about information technology. In this part, we hear from John Diebold, Andy Grove, and Sid Harris. Diebold focuses his talk on how the changes in information technologies, and other...

《小王子 狐狸》的"損失函數" (loss function)

這是2015年的讀書筆記，希望讀過Dr. Deming的書的朋友，可會心一笑！

2015年9月24日 22:25 ·
這是下月要出版的繆詠華翻譯的"小王子 狐狸篇"部分：
"「最好在同一個時間過來，」狐狸說。「比方說，要是你下午四點鐘來的話，三點鐘一到，我就會很快樂。時間越臨近，我就會越感到快樂。四點鐘一到，我就已經坐立難安，而且會很擔心；我會發現快樂是要付出代價的！可是要是你來的時間不一定，我就永遠也不會知道什麼時候該做好心理準備⋯⋯這可是需要儀式的。」～狐狸，《小王子》"

我要提議：這隻狐狸是"損失函數" (loss function)的創始人之一：
損失函數描述某些可調整的參數的不同數值下，該系統遭受的損失。損失函數的運用範圍，應侷限在損失是可加以衡量的場合。
損失函數的最重要應用是可協助我們，從只求”符合規格”的心態、觀念，轉換到透過對於流程的改善，持續地將某目標值的變異縮小。
---W. Edwards Deming 《新經濟學》台北：經濟新潮，2015

‎繆詠華‎ 加入 Hanching Chung

9月15日 1:25 · 

今晚跟保松老師座談，幫校長要了保松老師的簽名。擇日送去給校長。✌️！

Peter Drucker, Henry R. Luce, 陳映真、何欣

The End of Economic Man: The Origins of Totalitarianism - Peter F. Drucker (1939  約21世紀初，有中譯本 )
這本書，影響許多人，如40年代 報業巨人Henry R. Luce，70~80年代的陳映真，參考：

何欣的"論陳映真的輓近作品" ，收入 何欣著【當代臺灣作家論】台北：三民，1983

何欣這篇文評，談 陳映真先生兩篇不太成功的小說" 雲"和"萬商帝君"，後者中，陳家齊引Peter Drucker的一些"口號"/獨語，可能出自The End of Economic Man: The Origins of Totalitarianism - Peter F. Drucker (1939)。所以說，小說中的主管/功臣，不只是"管理"上的，更牽涉到陳映真的"政治視野"，故引The End of Economic Man: The Origins of Totalitarianism。


Henry R. Luce and the Rise of the American News Media

By James L. Baughman, 1987

Henry R. Luce and the Rise of the American News Media

https://books.google.com.tw/books?isbn=0801867169

「間隔年」； The Age of Discontinuity: Guidelines to Our Changing Society (1969)和3本漢譯

近年，台灣社會知道「間隔年」了，但是......

Hanching Chung

2013年9月17日 17:54 · 

70年代初讀它印象最深刻的是作者勸人先到社會去歷鍊在決定是否讀大學.
2013年類似的想法:

5月初，亞都麗緻旅館系統集團總裁嚴長壽以「金融風暴下年輕人何去何從」為題，於台灣大學工商管理學系主辦的孫運璿管理講座中進行演講。
一破題，就從政府丟出的搶救大專生失業政策談起，要台下超過500位的大學生想清楚 ：「真切地了解自己的選擇。」

政府為了要解決大學生失業問題，不管是要大學生繼續留在學校學習，或是在政府補助下去企業學習，坦白說，我不太贊成，其中一個重要原因就是：台灣的大學生留在學校太久了。
我們用太長的時間學習學術上的課程，卻沒有真實和社會接觸的經驗，沒有用更寬、更廣的角度去看自己的未來。
抬起頭來，尖銳的觀察大環境
英 國有“Gap Year”的傳統，高中畢業要你用一年的時間，不管做志工、到海外學習、working holiday（打工度假）也好，就是不要待在學校；德國也是，國中有一年學生的暑假作業是：自己去找份工作。先了解外面環境，到高中後，還有交換計劃， 可以到鄰近國家當交換學生。有很充裕的管道要你走出自己的圈圈、跳到別人的環境，在選擇大學志願時才會更了解自己的選擇。

Books 書海微瀾: The Age of Discontinuity; Innovation and Entrepreneurship, by Peter Drucker

HCBOOKS.BLOGSPOT.COM

----

為鼓勵「18歲高中職畢業先就業」，行政院將試辦3年每年遴選5000名高中職應屆畢業生，政府每月給學生1萬雇主5千，不會設排富條款，總經費為72億元。

高中畢先就業月領1萬補助金　行政院拍板3年試辦--上報

為落實總統蔡英文鼓勵學生「18歲高中職畢業先就業」，行政院會11日拍板自2017年8月起，將試辦3年每年遴選50......

UPMEDIA.MG

2016.5.2
我第一次聽到 gap year一詞，是在70年代初讀 Drucker先生的著作：The Age of Discontinuity: Guidelines to Our Changing Society (1969)提到的，他大力鼓吹不要急著上大學......現在一流學校證是鼓勵它。

歐巴馬長女馬莉婭「間隔年」後上哈佛

JULIE HIRSCHFELD DAVIS, NICHOLAS FANDOS 15:02

馬莉婭此前的擇校動向引發各方猜測，最終她選擇了雙親的母校哈佛大學，成為該校大批總統子女學生中的一員。她將入學時間推遲到明年歐巴馬卸任後，先度過一個「間隔年」。

•  馬莉婭·奧巴馬：時尚偶像初長成

Some colleges actually encourage admitted students to take a gap year — including Harvard.

Why Harvard ‘encourages’ students to take a gap year. Just like Malia Obama is doing.

Other colleges do the same thing.

WASHINGTONPOST.COM

2015.11.5
Drucker 先生的好友T. George Harris 認為，Drucker 寫得最好的書是1969出版的 The Age of Discontinuity: Guidelines to Our Changing Society(New York: Harper & Row). 這本書，台灣有3個以上的譯本。我決定看當時的台灣影印本。

彼得‧杜拉克 著《斷絕的時代》  莊宏信 陳瑞珍 林錦勝 譯，協志工業叢書出版(股)：1971.12/1978年3月 第五版。這本書的翻譯不太理想。

「天行健，君子以自強不息」，整個人類的文明歷史，就是繼往開來，生生不息的過程產物。現今我們所面臨的正是舊時創造的事項已趨於窮盡，新的轉機有待開展的時代。管理大師彼得‧杜拉克以其慧眼獨具的筆觸，勾畫出現今斷絕不續的世界輪廓。他從已經展現在地平線上的四個方面著手，指出新的流趨所向；新技術的開發，造成主要的新產業；由「國際經濟體系」轉變為「世界經濟體系」，取代缺乏政策、理論與機構的現行經濟體系；社會政治上新的多元機構，其實體存在構成政治、哲學和精神上的激烈挑戰；以遍及大眾教育為基礎的知識新宇宙，以及其於工作、生活、休閒活動與領導上的意涵。

德魯克《不連續的時代》張心漪譯，遠東圖書，1971

《不連續的時代 : 管理、教育、政治、趨勢的劃時代真實預言 》/ 彼得.杜拉克(Peter F. Drucker)著 ; 陳琇玲等譯，臺北市 : 日月文化出版, 2009[民98]
注意本書的副標題與原書不相同。


對於"教育論"與對美國教育制度的批判，很值得參考、討論。
哥德的{維持的煩惱}創造出所謂"青少年期" (adolescence)......延長這時期的間教育為歐美數百年之訴求，這稍有成，不過Drucker 一向認為教育的生產力才是最重要的，即讓受教育的青少年更有生產力......

Drucker 先生很會就近取喻，譬如說，

The Age of Discontinuity: Guidelines to Our Changing Society

https://books.google.com.tw/books?isbn=1483165426

Peter F. Drucker - 2013 - ‎Social Science

... advertisement in the New York subways. It showed a husky teenager with thelegend: “Boy, that's what they'll call you all your life if you drop out of school now." (p.329)

p.329/309  " the sect of the alienated and uprootd"？
Soka Gakkai (Japanese: 創価学会 Hepburn: Sōka Gakkai^?) is a Japanese new religious movement based on Nichiren Buddhism and the teachings of the organization's first three consecutive presidents Tsunesaburō Makiguchi, Jōsei Toda and Daisaku Ikeda.

時任小學校長的牧口常三郎、戶田城聖於1930年11月18日以推進教育改革為目的創立了「創價敎育學會」，致力教育改革，以日蓮大聖人的佛法使人自我改革成長、促進社會進步。
1930年（昭和5年）11月18日に、小学校の校長だった牧口常三郎と、戸田城聖ら当時の教育者などが集い、法華教系の在家仏教団体の『創価教育学会』を創立した。日蓮の仏法精神に基づく教育の実践（教育者の育成）を目的とする団体であったがこの組織が創価学会の前身となる。

第二次世界大戰期間受到軍政府壓迫，1943年包含牧口常三郎及戶田城聖在內的19名幹部遭到以違反治安維持法及不敬罪的罪名逮捕，牧口常三郎死於獄中。

Doris Drucker：Invent Radium or I'll Pull Your Hair

Invent Radium or I'll Pull Your Hair

DORIS DRUCKER

這種回憶錄很有趣。其實，Doris 是有聲學設備專利的。

Doris Drucker dies at 103; memoirist and wife of Peter Drucker - LA
www.latimes.com/…/o…/la-me-doris-drucker-20141005-story.html
Oct 4, 2014 - When Doris Drucker started a company at age 82 to manufacture a device she invented, she had a world-famous business expert in-house.

2 年前

查看你的動態回顧chevron-right

Hanching Chung

2015年9月6日 · 

今天才知道Peter Drucker 夫人晚年寫的德國童年回憶錄： By the time we were born, fashions had changed, and women were encouraged to breast-feed their babies. My mother went at it vigorously because, as she told me later, "I wanted to override the bad genes your father has contributed to your existence."

Doris Drucker, Invent Radium or I'll Pull Your Hair, an excerpt

An excerpt from Invent Radium or I'll Pull Your Hair: A Memoir by Doris Drucker. Also available on web site: online catalogs, secure online ordering, excerpts from new books. Sign up for email notification of new releases in your field.

PRESS.UCHICAGO.EDU

Peter F. Drucker and 'Managing Ignorance,'

紐約時報Peter Drucker (1909-2005)訃文

Peter F. Drucker and 'Managing Ignorance,'  

----2005

妻讀了我寫的 Peter Drucker ，說想讀 My Years with General Motors。她說她也是『經營者』…..

我說你讀不下去。過兩天，我推薦她讀Drucker的回憶錄。

報紙上都一面倒。

我在1990-91年教東海化工系，就是用Peter Drucker的『管理學』（台灣1973約有三種翻譯），那時版權在聯經。不過，我也讀過，有人說『管理學』也只是泛泛之言而已。

敬弔 現代經營學、社會觀察大師 Peter Drucker

2005年11月12日19：55從NHK廣播知道先生仙逝。（日美影響力、 員工是資產、 1965年三等瑞寶勳章……）

Peter F. Drucker, a Pioneer in Social and Management Theory, Is Dead at 95

. http://www.nytimes.com/2005/11/12/business/12drucker.html

今天，看到廖月娟譯的先生《旁觀者：杜拉克回憶錄》（Adventures of a Bystander by Peter Ferdinand Drucker ，1993重新發行）在大陸的機械工業出版社發行（台灣約10年前舊書）。

約半年前，我收聽先生的50分鐘收音機訪談。先生諄諄告誡美國人: 世界已經是多強國之局勢…….

像許多人一樣，我們從70年代初起，讀了先生二三十本的著作，受益良多……

約十年前，先生是少數可以用email給 The Economist 澄清觀點的人。

H. A. Simon的回憶錄上提過，與你等”主講” (?)世銀亞洲論壇。

先生稱 W. E. Deming 為 Ed.。你說，他對美國經營界有很深的挫折。

昨天，談 Sloan先生的 My Years With General Motors，引：「杜拉克在回憶錄上一章：「史隆的專業風彩」。1970s他為在發行的 My Years with General Motors 寫序。

二○○五年八月，在《每日遇見杜拉克》出版前夕，編輯部透過本書的共同作者兼編者馬齊里洛教授，與杜拉克對話，完成了這篇越洋專訪。杜拉克和馬齊里洛是多年至交，從他們的對話裡，我們得以窺見仍然轉動不息的大師心智世界。以下便是專訪摘要。http://www.bookzone.com.tw/event/cb600/p01.asp

Q.在所有的管理經典裡，您會推薦哪一本，可以做為現代管理者的智慧泉源？而又有哪些管理之外的領域，是值得現代管理者多所關注的呢？

A. 亞佛瑞‧史隆（Alfred Sloan）所著的《我與通用汽車》（My Years with General
Motors），這是我推薦所有管理者閱讀的書。而管理者需要在經濟學、心理學以及政治科學方面多所涉獵。」

We tend to think of Drucker as forever old, a gnomic and mysterious elder. At least I always did. His speech, always slow and measured, was forever accented in that commanding Viennese. His wisdom could not have come from anyone who was young. So it's easy to forget his dashing youth, his long devotion to one woman and their four children (until the end, Drucker still greeted his wife of 71 years with an effusive "Hello, my darling!"), or even his deliciously self-deprecating sense of play.

 Peter F. Drucker, a Pioneer in Social and Management Theory, Is Dead at 95

By BARNABY J. FEDER

Published: November 12, 2005

Correction Appended
Peter F. Drucker, the political economist and author, whose view that big business and nonprofit enterprises were the defining innovation of the 20th century led him to pioneering social and management theories, died yesterday at his home in Claremont, Calif. He was 95.

Skip to next paragraph

Lee Celano

Peter F. Drucker in 1999.

His death was announced by Claremont Graduate University.
Mr. Drucker thought of himself, first and foremost, as a writer and teacher, though he eventually settled on the term "social ecologist." He became internationally renowned for urging corporate leaders to agree with subordinates on objectives and goals and then get out of the way of decisions about how to achieve them.
這本文集The Ecological Vision: Reflections on the American Condition (1993)台灣未翻譯Wikipedia article "Peter Drucker".

He challenged both business and labor leaders to search for ways to give workers more control over their work environment. He also argued that governments should turn many functions over to private enterprise and urged organizing in teams to exploit the rise of a technology-astute class of "knowledge workers."
Mr. Drucker staunchly defended the need for businesses to be profitable but he preached that employees were a resource, not a cost. His constant focus on the human impact of management decisions did not always appeal to executives, but they could not help noticing how it helped him foresee many major trends in business and politics.
He began talking about such practices in the 1940's and 50's, decades before they became so widespread that they were taken for common sense. Mr. Drucker also foresaw that the 1970's would be a decade of inflation, that Japanese manufacturers would become major competitors for the United States and that union power would decline.
For all his insights, he clearly owed much of his impact to his extraordinary energy and skills as a communicator. But while Mr. Drucker loved dazzling audiences with his wit and wisdom, his goal was not to be known as an oracle. Indeed, after writing a rosy-eyed article shortly before the stock market crash of 1929 in which he outlined why stocks prices would rise, he pledged to himself to stay away from gratuitous predictions. Instead, his views about where the world was headed generally arose out of advocacy for what he saw as moral action.
His first book ("The End of Economic Man," 1939)was intended to strengthen the will of the free world to fight fascism. His later economic and social predictions were intended to encourage businesses and social groups to organize in ways that he felt would promote human dignity and vaccinate society against political and economic chaos.
"He is remarkable for his social imagination, not his futurism," said Jack Beatty in a 1998 review of Mr. Drucker's work "The World According to Peter Drucker."
Mr. Drucker, who was born in Vienna and never completely shed his Austrian accent, worked in Germany as a reporter until Hitler rose to power and then in a London investment firm before emigrating to the United States in 1937. He became an American citizen in 1943.
Recalling the disasters that overran the Europe of his youth and watching the American response left him convinced that good managers were the true heroes of the century.
The world, especially the developed world, had recovered from repeated catastrophe because "ordinary people, people running the everyday concerns of business and institutions, took responsibility and kept on building for tomorrow while around them the world came crashing down," he wrote in 1986 in "The Frontiers of Management."
Mr. Drucker never hesitated to make suggestions he knew would be viewed as radical. He advocated legalization of drugs and stimulating innovation by permitting new ventures to charge the government for the cost of regulations and paperwork. He was not surprised that General Motors for years ignored nearly every recommendation in "The Concept of the Corporation," the book he published in 1946 after an 18-month study of G.M. that its own executives had commissioned.
From his early 20's to his death, Mr. Drucker held various teaching posts, including a 20-year stint at the Stern School of Management at New York University and, since 1971, a chair at the Claremont Graduate School of Management. He also consulted widely, devoting several days a month to such work into his 90's. His clients included G.M., General Electric and Sears, Roebuck but also the Archdiocese of New York and several Protestant churches; government agencies in the United States, Canada and Japan; universities; and entrepreneurs.
For over 50 years, at least half of the consulting work was done free for nonprofits and small businesses. As his career progressed and it became clearer that competitive pressures were keeping businesses from embracing many practices he advocated, like guaranteed wages and lifetime employment for industrial workers, he became increasingly interested in "the social sector," as he called the nonprofit groups.
Mr. Drucker counseled groups like the Girl Scouts to think like businesses even though their bottom line was "changed lives" rather than profits. He warned them that donors would increasingly judge them on results rather than intentions. In 1990, Frances Hesselbein, the former national director of the Girl Scouts, organized a group of admirers to honor him by setting up the Peter F. Drucker Foundation for Nonprofit Management in New York to expose nonprofits to Mr. Drucker's thinking and to new concepts in management.
Mr. Drucker's greatest impact came from his writing. His more than 30 books, which have sold tens of millions of copies in more than 30 languages, came on top of thousands of articles, including a monthly op-ed column in The Wall Street Journal from 1975 to 1995.
Among the sayings of Chairman Peter, as he was sometimes called, were these:
¶"Marketing is a fashionable term. The sales manager becomes a marketing vice president. But a gravedigger is still a gravedigger even when it is called a mortician - only the price of the burial goes up."
¶"One either meets or one works."
¶"The only things that evolve by themselves in an organization are disorder, friction and malperformance."
¶"Stock option plans reward the executive for doing the wrong thing. Instead of asking, 'Are we making the right decision?' he asks, 'How did we close today?' It is encouragement to loot the corporation."
Mr. Drucker's thirst for new experiences never waned. He became so fascinated with Japanese art during his trips to Japan after World War II that he eventually helped write "Adventures of the Brush: Japanese Paintings" (1979), and lectured on Oriental art at Pomona College in Claremont from 1975 to 1985.
比較書名 Song of the Brush: Japanese Painting from the Sanso Collection (1979)


Peter Ferdinand Drucker was born Nov. 19, 1909, one of two sons of Caroline and Adolph Drucker, a prominent lawyer and high-ranking civil servant in the Austro-Hungarian government. He left Vienna in 1927 to work for an export firm in Hamburg, Germany, and to study law.
Mr. Drucker then moved to Frankfurt, where he earned a doctorate in international and public law in 1931 from the University of Frankfurt, became a reporter and then senior editor in charge of financial and foreign news at the newspaper General-Anzeiger, and, while substitute teaching at the university, met Doris Schmitz, a 19-year-old student. They became reacquainted after waving madly while passing each other going opposite directions on a London subway escalator in 1933 and were married in 1937.
Mr. Drucker had moved to England to work as a securities analyst and writer after watching the rise of the Nazis with increasing alarm. In England, he took an economics course from John Maynard Keynes in Cambridge, but was put off by how much the talk centered on commodities rather than people.
Mr. Drucker's reputation as a political economist was firmly established with the publication in 1939 of "The End of Economic Man." The New York Times said it brought a "remarkable vision and freshness" to the understanding of fascism. The book's observations, along with those in articles he wrote for Harpers and The New Republic, caught the eye of policy makers in the federal government and at corporations as the country prepared for war, and landed him a job teaching at Sarah Lawrence College in Bronxville, N.Y.
Writing "The Future of Industrial Man," published in 1942 after Mr. Drucker moved to Bennington College in Vermont, convinced him that he needed to understand big organizations from the inside. Rebuffed in his requests to work with several major companies, he was delighted when General Motors called in late 1943 proposing that he study its structure and policies. To avoid having him treated like a management spy, G.M. agreed to let him publish his findings.
Neither G.M. nor Mr. Drucker expected the public to be interested because no one had ever written such a management profile, but "The Concept of the Corporation" became an overnight sensation when it was published in 1946. " 'Concept of the Corporation' is a book about business the way 'Moby Dick' is a book about whaling," said Mr. Beatty, referring to the focus on social issues extending far beyond G.M.'s immediate operating challenges.
In it, Mr. Drucker argued that profitability was crucial to a business's health but more importantly to full employment. Management could achieve sustainable profits only by treating employees like valuable resources. That, he argued, required decentralizing the power to make decisions, including giving hourly workers more control over factory life, and guaranteed wages.
In the 1950's, Mr. Drucker began proclaiming that democratic governments had become too big to function effectively. This, he said, was a threat to the freedom of their citizens and to their economic well-being.
Unlike many conservative thinkers, Mr. Drucker wanted to keep government regulation over areas like food and drugs and finance. Indeed, he argued that the rise of global businesses required stronger governments and stronger social institutions, including more powerful unions, to keep them from forgetting social interests.
According to Claremont Graduate University, Mr. Drucker's survivors include his wife, Doris, an inventor and physicist; his children, Audrey Drucker of Puyallup, Wash., Cecily Drucker of San Francisco, Joan Weinstein of Chicago, and Vincent Drucker of San Rafael, Calif.; and six grandchildren.
Early last year, in an interview with Forbes magazine, Mr. Drucker was asked if there was anything in his long career that he wished he had done but had not been able to do.
"Yes, quite a few things," he said. "There are many books I could have written that are better than the ones I actually wrote. My best book would have been "Managing Ignorance," and I'm very sorry I didn't write it."

Correction: Nov. 19, 2005, Saturday:

An obituary last Saturday about the political economist and management consultant Peter F. Drucker misstated the source of a quotation about him - "He is remarkable for his social imagination, not his futurism" - and misstated the authorship of a book, "The World According to Peter Drucker." The book was written by Jack Beatty, not by Mr. Drucker, and the quotation was from the book, not from a review of the book. Because of an editing error, the obituary also misstated the source of a quotation from Mr. Drucker. It was Fortune magazine, not Forbes, in which he said: "There are many books I could have written that are better than the ones I actually wrote. My best book would have been 'Managing Ignorance,' and I'm very sorry I didn't write it."