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Management Challenges for the 21 st Century

Management Challenges for the 21 st Century. P.F. Drucker. Management’s New Paradigm. Since 1930’s Management is Business Management Today Mgmt. is the Specific Distinguishing Organ of Any and All Organizations. Mgmt.’s New Paradigm. Since 1930’s One Right Organization Structure

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Management Challenges for the 21 st Century

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  1. Management Challengesfor the 21st Century P.F. Drucker

  2. Management’s New Paradigm • Since 1930’s Management is Business Management • Today Mgmt. is the Specific Distinguishing Organ of Any and All Organizations

  3. Mgmt.’s New Paradigm • Since 1930’s One Right Organization Structure • Today No Such Thing… … People Variables The Organization that Fits the Task

  4. Mgmt.’s New Paradigm • Since 1930’s One Right Way to Manage People • Today Different People have to be Managed Differently • People are Lead… To make most productive their specific strengths.

  5. Strategy – the New Certainties • The Collapsing Birthrate in the Developed World • Politics of Turbulence • Government Instability • Retirement • Productivity Must Increase Rapidly

  6. Strategy – the New Certainties • The Distribution of Disposable Income • 4 Growth Sectors of the 20th Century • Government • Health Care • Education • Leisure • Growth of Financial Services

  7. Strategy – the New Certainties • Defining Performance • Institutional Ownership • “For Whose Benefit Should the Business be Run?” • Stakeholders • Short Term vs. Long Term

  8. Strategy – the New Certainties • Global Competitiveness • Cheap Labor No Longer Works • Growing Global Standards • “Protection” No Longer Protects • Tariffs, Taxes, etc…

  9. Strategy – the New Certainties • Growing Incongruence between Economic Reality and Political Reality Global Economy of Money & Information vs. Regional, National, and Local Realities

  10. The Change Leader • Sees Change as an Opportunity • Abandonment • Organized Improvement (3%) • Exploiting Success “Make the Future”

  11. The Information Revolution • From the “T” to the “I” • Continuing Education • Organizing Information • Key Events or KPI’s • Statistics • Threshold Phenomenon

  12. Knowledge-Worker & Productivity • What is Your Task? • What Should it Be? • What Should You be Expected to Contribute? • What Hampers You in Doing Your Task? • What Should be Eliminated?

  13. Managing Oneself • Who Am I? • What are My Strengths? • How do I Work? • Where do I Belong? • What is My Contribution? • Take Responsibility! • Plan for the Second Half of Your Life!

  14. Why Acquire? • To Grow! • Because Organisms Grow or Die

  15. Why Acquire? • To Own Strategic Assets • Key Resources • Patents/Technology • Geography • Eliminate Competition

  16. Why Acquire? • To Diversify / Reduce Risk • Management Objectives • Shareholder Value • Only 20-30% of Acquisitions  shareholder value

  17. Which Way to Grow? Horizontal GF/OM Vertical HNZ/Hubinger

  18. Grow Cash Grow Earnings Grow Both

  19. How to Defend Against Others? • Do Well and Insure Full Value! • Use Legal Options, Poison Pills • Thru: Government Options • HSR • A/O • Who Owns Your Stock • Management Buyouts

  20. At What Price? • To Shareholders • Dilution Limits • E.V.A. • I.R.R. • Whatever it Takes

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