PRISM-Center Of Learning

Drucker Curriculum

What is the Drucker Curriculum?

This 14-module curriculum encompasses the essentials from the teachings of Peter Drucker his books and scholarly articles on management, which span a period of more than sixty years. The added attraction of this course is that it also includes the ideas of other management thinkers who were influenced by Drucker's theories. Through subject presentation,videos, case studies, discussions and exercises, this course translates Drucker's philosophies in a way that's accessible for the next generation of managers. Drucker's teachings can be viewed as an “organic whole,” or an interrelated system of elements that combines leadership skills and management practices.

The course was developed by Joseph A. Maciariello, the Academic Director of the Drucker Institute and a long-time professor at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University. The world's foremost Drucker scholar, Maciariello collaborated with Peter Drucker to publish The Daily Drucker and The Effective Executive in Action, three Internet executive development modules entitled “Leading Change” and two articles on management in the social sector. In addition, he has written three articles providing a systematic, integrated
description of some of the major works of Peter Drucker. In 2008, he abridged and updated Drucker's 1973 classic, Management: Tasks, Responsibilities, Practices.

Know more about “Why Drucker Now”

Why Drucker Now?

Because every day brings insight and motivation from Drucker for getting the right things done.

The Daily Drucker
September 05
Focus on Contribution

The great majority of executives tend to focus downward. They are occupied with efforts rather than with results. They worry over what the organization and their superiors “owe” them and should do for them. And they are conscious above all of the authority they “should have.” As a result, they render themselves ineffectual. The effective executive focuses on contribution. He looks up from his work and outward toward goals. He asks: “What can I contribute that will significantly affect the performance and the results of the institution I serve?” His stress is on responsibility.

The focus on contribution is the key to effectiveness: in a person’s own work—its content, its level, its standards, and its impacts; in his relations with others—his superiors, his associates, his subordinates; in his use of the tools of the executive such as meetings or reports. The focus on contribution turns the executive’s attention away from his own specialty, his own narrow skills, his own department, and toward the performance of the whole. It turns his attention to the outside, the only place where there are results.

Source: The Effective Executive
Management Challenges for the 21st Century

Drucker Curriculum Coverage, Methodology and Trainer Profiles

Concept Presentation using PPT’s, Videos of Peter Drucker with involvement of participants.
Specific references to Drucker teachings with suggested action plan to be elaborated by participants. This is a part of the Daily Drucker by Peter Drucker with Joe Maciariello – author of the Drucker Curriculum.
Case Studies
Exercises
Presentation on the related topic by an Industry Expert / Experienced Industry Professional.

The sessions will be facilitated by trainers who have received training on the Drucker Curriculum by Joe Maciariello at The Drucker Institute, Claremont.

The module-wise coverage essence is given below for reference

– A Functioning Society and Social Ecology

Developing managers who create organizations that perform is central to developing a functioning society be it in the private, social or public sector. This module seeks to promote values that have stood the test of time while always encouraging executives of institutions to innovate, become change leaders, capitalize on “the new realities,” and thereby advance the interests of society. This module essentially creates a framework within which businesses and executives perform and achieve their objectives.

– The Theory of the Business

Drucker's teachings may be viewed as an “organic whole,” or an interrelated system of elements that encompass leadership skills and management practices. Taken together, these elements create the basis of the practice of management and the effective executive. The “Spirit of Performance” forms the core of Drucker's teachings on leadership and management. Organizations that exhibit a high Spirit of Performance are “led by executives who are committed to doing the right thing and to getting the right things done.” According to Drucker, leading a business begins by determining the “theory of the business,” which is “the way an organization intends to create value for its customers.” In this module, participants will be taught how to formulate such a theory by defining an organization's mission, core competencies, customers and criteria for evaluating results.

– Managing Social Sector Institutions

Drucker believed that a huge managerial challenge of the 21st century would be managing service institutions. The challenge lies in the fact that businesses and service institutions are fundamentally different in terms of purpose, values, objectives and contribution to society and therefore need to be differently managed for performance. As per Drucker, the only real difference between businesses and social institutions is that businesses are paid “for satisfying the customer” whereas service institutions are paid through a budget.

– “Making Work Productive and the Worker Achieving”

The correct question managers should ask is, “What is the simplest, the smallest, the lightest and the easiest tool that will do the job?” This systematic approach applies to all types of work, be it manual labor or knowledge work. Workers achieve when they are seen as a resource rather than a cost or a problem. Changes within the workforce, including increasing segmentation and the arrival of more women, have posed new challenges to management. This module throws light on these issues and guides managers to manage both manual and knowledge workers effectively so that output is maximized.

– Social Impacts and Social Responsibility

This module will help you understand the direct impact of a company's business on society and the role of social responsibility in today's world. Should social problems be turned into profit-making opportunities? What limits companies trying to meet their social responsibilities? To what degree are companies liable to society? Find the answers.

– “Management by Objectives, Self Control, and the Spirit of Performance”

This module teaches managers to harness individual strengths and responsibilities while giving common direction of vision and effort, establishing teamwork, and harmonizing the goals of the individual with the organization. When implemented correctly, this approach can maximize output.

– Implementing MBO using the Balanced Scorecard

Learn how to close the gap between strategy development and implementation using the Balanced Scorecard. In addition, this module trains managers to enhance an organization's ability to implement strategy by highlighting the linkages and relationships that drive organizational performance, and by visually illustrating how an organization may convert both tangible and intangible assets into tangible outcomes.

– The Effective Executive – Part 1 & 2

People decisions are difficult to make and carry significant consequences. This module trains managers to know what needs to be done, to determine what is right for the enterprise, to develop action plans, take responsibility for decisions and communicating, to focus on opportunities rather than problems, to conduct productive meetings and to understand the importance of “We” over “I.” In addition, it will help you develop effective practices such as time management, concentration, contributions, building on strengths of people and making effective decisions.

- Managerial Skills

This module covers a range of critical managerial skills for success of the executive. Communication, strategic planning, understanding the importance and purpose of controls, using the budget as a managerial tool, and leveraging management sciences for optimum results prepare mangers to face challenges.

– Managerial Organization

In this module, organizational designs of federal decentralization, simulated decentralization and systems structure are reviewed. The top management job is the most difficult and most crucial, and therefore must be assigned to responsible hands. Although boards play a very important role, they have unfortunately become ineffectual and non-functional in recent times. The responsibility to reverse this trend rests with top management. The new organization will be centered on knowledge and will be largely comprised of specialists who direct and discipline their own performance through organized feedback from colleagues, customers and headquarters. Though economic and demographic factors play a significant role in crafting the organization of the future, the most significant factor is the arrival of information technology.

– Innovation & Entrepreneurship

Policies, systems, institutions, products, processes and services all outlive their usefulness. Innovation is the specific function that endows resources with value and is the tool of the entrepreneur. According to Drucker, “what we need is an entrepreneurial society in which innovation and entrepreneurship are normal, steady, and continuous. Innovation and entrepreneurship have to become an integral life sustaining activity in our organizations, our economy and our society.” This module equips managers to constantly innovate and encourages entrepreneurship at a managerial level.

– Essential Drucker

Look forward to a reaffirmation of the best of Drucker's insights on the Effective Executive, the Effective Executive in Action, Effective Leadership and Effectiveness, A Functioning Society and Excellence in Performance in Social Sector Institutions. The last leg in the course, this module summarizes key concepts and equips managers with skills that can be instantly applied to their roles.