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Managing in the Next Society Paperback – September 1, 2003

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Touted as the longtime business analyst's last book, this is a compilation of essays culled from previously published material. In these pieces, which are not arranged in chronological order, Drucker covers trends, emerging industries, and management and sociological changes that can adversely affect or expand the bottom line for businesses. Drucker tracks the U.S.' movement away from a manufacturing-based to a service-oriented economy specializing in industries such as technology, health care, and management. Drucker provides insight into the emerging industry of biotechnology and the new profession of knowledge management. What is the growth trend for biotechnology? Stocks for biotechnology are not expected to zoom to overinflated proportions, as dot-com stocks did, and Drucker tells us why. He also takes us back to past events that have shaped our current society, such as the Industrial Revolution and the evolution of the businessman from the gentleman to the technologist. For 60 years, Drucker has written expertly about what he knows best, and his wisdom shines through here. His loyal audience will line up for this one. Eileen Hardy
Copyright © American Library Association. All rights reserved --This text refers to an out of print or unavailable edition of this title.

Review

“Our debt to Peter Drucker know no limits.” ―Tom Peters
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Product Details

  • Paperback: 352 pages
  • Publisher: St. Martin's Griffin; 1994 and Limited and Revised and Revised and ed. edition (September 1, 2003)
  • Language: English
  • ISBN-10: 0312320116
  • ISBN-13: 978-0312320119
  • Product Dimensions: 5.5 x 0.8 x 8.5 inches
  • Shipping Weight: 1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (20 customer reviews)
  • Amazon Best Sellers Rank: #677,983 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

By Bradley A. Swope on September 24, 2002
Format: Hardcover
REVIEW: Drucker tends to write two types of management books. One type is the more practical/"how-to" type of book where he aims directly at improving the effectiveness of managers of all types through their actions. Such books as "Management: Tasks, Responsibilities, Practices" (1974), "Innovation & Entrepreneurship" (1985), "Managing for Results" (1964), and "The Effective Executive" (1967) fall into this category (all of which are still highly relevant). The second type, while still practical, primarily aims at imparting a broader level of understanding of politics, economy, and society (and their trends) to help executives make effective longer-term decisions and shape the future of their organizations. His typical approach in these books is to bring an historical perspective (over decades or even centuries) into understanding the current trends of human activity that are shaping the future. Drucker's "The Age of Discontinuity" (1969), "Managing in a Time of Great Change" (1995), and "Management Challenges for the 21st Century" (1999) are examples of this type. "Managing in the Next Society" (2002) falls into the second category.
The book is actually a collection of articles that Drucker has published from 1996-2001. The basic theme is that it is not the "New Economy" that executives (and all leaders) should be trying to understand it's the "Next Society". The chapters generally touch upon the three major trends that he's identified as shaping the Next Society: the decline of the young population, the decline of manufacturing, and the emergence of the information revolution.
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Format: Hardcover
Despite being a huge Drucker Fan I give this book a four star rating. In saying this, the book was interesting and a good learning process but it didn't cause me to experience a paradigm shift. The Global Economy and the Nation State (ch. 14) saved my rating of the book because it was so insightful. I found much of the book to be filler because a lot of the content can be found in other Drucker books and can be found from chapter to chapter in this book. To put it into perspective, at least four chapters are nothing more than edited interviews with the author that were published in magazines and I kept finding facts / quotes repeated again and again.
Managing in the Next Society by Peter Drucker is the latest book by the author. The book is a collection of articles and interviews by Drucker in recent years. More specifically, chapters in this book have originally appeared in The Economist, Red Herring, Business 2.0., Inc. Magazine, New Perspectives, Foreign Affairs magazine, Viewpoint, Leaders to Leader, Atlantic Monthly, The Wall Street Journal and in the Harvard Business Review. So, while I wouldn't be surprised if Drucker fans have read one or two of these chapters via magazines I would be surprised if any reader has read most of the content before publication of this book.
The book is segmented into four different sections. They are: The Information Society, Business Opportunities, The Changing World Economy and The Next Society. Each section has approximately 60 - 80 pages of text and the book is easy to read, as most Drucker books are.
If you haven't read anything by the author before don't start here.
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Format: Hardcover
Mr. Drucker is probably the most experienced Management Consultant, teacher and Guru who has traveled through business transformations of the twentieth century. In his characteristic style of narration, with exceptional command over facts and the English language, he is once again at his best in this book - a collection of his recent articles on the new economy and the future of Society. Starting from the invention of the steam engine ( James Watt - 1776), the steam boat ( 1807) to the first railroad ( 1829), the first article "Beyond the information Revolution" describes similarities between the Industrial revolution and the Information Revolution. Moore's law is applicable to the computer's processing power today. A similar phenomenon happened to the cost and productivity of textiles in the Industrial age. Since then, the global economies have transformed completely and today we have a knowledge-based society. The decline of Agriculture during the Industrial age is similar to the decline of Manufacturing in the last four decades.
What lies ahead, in terms of demographic, social, economic and business scenarios, during the next three decades makes fascinating reading. If you are in a hurry to find out what is in store, you may visit the last chapter directly. But the journey is more exciting than the destination. Please take the railroad powered by the steam engine and enjoy the lovely trip.
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Format: Hardcover
It is a sobering thought.
In his latest book, Peter F. Drucker, writer, lecturer, business philosopher, argues convincingly argues the greatest technological changes of the Information Revolution lie ahead and most of them will have little to do with information.
To illustrate, Drucker retreats to the dawn of the Industrial Revolution. James Watt improved the steam engine in 1776; it was not until 1785 when the engine was harnessed to an industrial operation - the spinning of cloth, that society appreciated its benefits. During the following half century, Drucker notes, output increased and the price of cotton textiles fell 90 per cent.
In short order the great majority of manufacturing processes were mechanized. Yet it was not until the 1820s with the adaptation of the steam engine to land based transportation - the railroad - that society witnessed its first new product. It was without precedent and it transformed the economy, society and politics of its day.
The Information Revolution is standing today at the same doorstep where the Industrial Revolution in 1820, Drucker believes.
Some of the chapters of the book, which are essays or articles that have been previously published, deal with management topics; some do not. Although none offers a cure-all, it remains a management book. The societal and social changes will dominate the executive's thinking for the next 10 to 15 years. His or her response, Drucker says, may be more important for the success or failure of their organizations than their response to any economic event.
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