The Drucker Lectures by Peter F. Drucker

Author:Peter F. Drucker
Language: eng
Format: epub
Publisher: McGraw-Hill Education
Published: 2010-09-14T16:00:00+00:00

PART VI

1990s

In 1990, Peter Drucker published the book Managing the Nonprofit Organization: Principles and Practices. Although best known for advising top executives from Sears, General Electric, Citicorp, and other major corporations, Drucker also counseled numerous social-sector organizations such as the Girl Scouts, Salvation Army, and CARE. His advice was wide ranging but, more than anything, he forced these organizations (and many, many others) to tackle five fundamental questions that every enterprise—profit or nonprofit—should be required to answer: What is our mission? Who is our customer? What does the customer value? What are our results? What is our plan? Drucker had worked closely with nonprofits beginning in the 1940s. But his interest intensified over time as he came to view the social sector as the sphere that “gives purpose, gives direction.” Originally, Drucker had hoped that individuals would find these qualities in their day jobs, through what he called the “plant community.” But, as more and more factories closed and job security grew ever more elusive, he conceded that “the plant community never took root.” This, in turn, made nonprofits all the more crucial—not only for the recipients of their services but for their volunteers as well. “Citizenship in and through the social sector is not a panacea” for the problems that we face, Drucker wrote in his 1993 book Post-Capitalist Society. “But it may be a prerequisite for tackling these ills. It restores the civic responsibility that is the mark of citizenship, and the civic pride that is the mark of community.”

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