Peter Drucker and an unnamed person discuss the topic of how to be effective with your peers. Drucker says that most work and most information does not flow along the lines of the organization chart. He believes that few managers think through their relationships with their peers, and that the relationships with people who are neither subordinates nor superiors are becoming increasingly important because we are using teams more and more. Drucker thinks that you have to integrate specialization into the whole, and that you have to relate yourself to other specialists and to results. He lists the three capacities people should try, and says that staff and operations are being blurred, particularly when building teams. Drucker states that the specialist has to learn to be effective with his peers by taking responsibility. He says that Mary Parker Follett believed that conflict, disagreement, and dissent, were symptoms of opportunity for understanding. Drucker adds that it is the job of the manager to stand up for his subordinates, and that people have the right to expect their bosses to support them. He goes on to say that government agencies are prone to selfish parochialism because they never work together, and that the only effective counterforce to narrow parochialism is personal acquaintance.
Drucker, Peter F. (Peter Ferdinand), 1909-2005 Interviews Supervisors Executives Teams in the workplace Cost centers (Accounting) Line and staff organization Follett, Mary Parker, 1868-1933 Administrative agencies General Motors Corporation Amacom
Source
Original audio cassette: How to Be Effective With Your Peers, 1977; Amacom, The “How-To Drucker”; Drucker Archives; Tape cassette 2; Side 2B
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