Knowledge that Transforms

Los extensos escritos de Peter Drucker, que incluyen mas de 30 ensayos en HBR, son puntos de referencia de la profesion gerencial. Han influido la practica y la ensenanza de la gestion durante decadas y, sin duda, son parte importante de miles de estanterias de libros. Pero, ?existen quienes leen sus publicaciones? Mas importante, ?deberian hacerlo? En este articulo de 1980, Kantrow sostiene que el aporte real de Drucker a la disciplina de la gestion radica no tanto en el valor efectivo de sus ideas, sino mas bien en la actividad mental rigurosa mediante la cual son formuladas. Uno puede aprender mucho mas profundamente al observar como piensa Drucker, dice Kantrow, que al estudiar el contenido de su pensamiento. Con el uso de varios pasajes de sus muchos libros, el autor demuestra como el juego del pensamiento amplio, contextual, logico y holistico de Drucker permite una especie de obra dramatica actual de perspectiva y como, combinado con su enfoque justo e imparcial y un torrente de razonamiento sensato, Drucker convence tan eficazmente al lector. Kantrow tambien clasifico los trabajos de Drucker en cuatro grupos �pensamiento social y politico; analisis de negocios y de gestion; puntos de vista de que puede desarrollarse logicamente en el futuro; y explicaciones basicas para principiantes sobre ciertas tareas relacionadas con los negocios� y ofrece una orientacion para saber como elegir el mejor libro para usted. Junto al articulo de Kantrow, se incluyen ensayos de cinco lideres que escriben sobre la influencia que Peter Drucker tuvo en ellos: A.G. Lafley, de Procter & Gamble; Frances Hesselbein, de Leader to Leader Institute; Oscar Motomura, de Amana-Key Group; Peter Paschek, de Delta Management Consultants; y Zhang Ruimin, de Haier.

Life experienced by an automobile assembly line worker is described, and feelings of workers about their jobs were explored in three separate ways. The author spent five months as a line employee; he extensively interviewed 22 workers; and he distributed a questionnaire to all workers in the final assembly complex on both shifts of a particular day, receiving 209 usable responses. Most workers' feelings centered mainly around the job itself, the company, and the union. When discussing the possibility for change, most workers commented on management or supervisory style in the plant or on other general modifications. Although workers wanted changes, they were uncertain about the mechanisms for effecting change. On-the-job observation indicated that after arriving at the plant workers spend time in undefined activities (talking and setting up concession stands). During the eight-hour day, workers adapt to the sameness of their jobs in a number of ways, (e.g. playing games, working slowly to force themselves to catch up, and trading jobs). Some workers adapt in harmful ways (e.g. drugs, liquor, sabotage, and theft). It was concluded that workers may become more interested in how decisions are made if the occupational environment is adequate. The real problem in assuring appropriate working conditions stems from company impersonality, bad stock, and favoritism. Human relations are just as important as industrial relations in the automobile assembly line plant.