ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1

Apr 30, 2026 01:22 · 9:51 · English · Whisper Turbo · 2 speakers

An treuzwel-mañ a ziverc'h e 15 deizioù. Hizivaat evit enrollañ da viken →

Lecture Index

0:07

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

Hi, my name is Marla Null, and I'm going to be talking about Peter Drucker's book, Management, Tasks, Responsibilities, Practices. In that book,

0:20

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

He covers a lot of information. It's 811 pages. I encourage you to read some of Peter Drucker's books on management. He's written over 25 books, 11 of which are on management. And Peter Drucker has been known as the father of management.

0:43

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

One thing I'd like to share is that in my years of running businesses, I made a practice of reading four business books a year. Four business books a year. And that really gave me some ideas for my businesses, some understanding about people for my businesses, understanding cause and effect of what was going on in my business. So I encourage you to do the same.

1:12

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

practice a discipline of reading at least one business book a year that will really help you in your growth as a manager and a leader so what I want to cover is it his concept of effective management where he goes from management to actual leadership and

1:36

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

Peter Drucker, when he gets to page 300, he goes to the concept that people are our greatest assets. For he describes the great leadership that people can use to manage people. And how do they do that? According to Drucker, there are three traditional approaches to managing people.

2:00

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

realize I am talking about managing people. I haven't mentioned leadership yet. So the first approach is the welfare approach. The welfare approach. This is where Drucker states that people are perceived as problems. And he uses an example of a company that used the welfare approach, was successful with the welfare approach for a number of years.

2:28

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

but continued to use that approach even though it became ineffective for the organization where the business eventually went out of business because of the fact that they continued to use this approach. So, not recommended. I encourage you to read this book so that you can see the example that Drucker used, but the welfare approach is really perceiving people as problems.

2:55

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

So the second approach is the personnel management approach. And in this approach, we manage people by using policies and procedures and not necessarily any leadership styles. So you're basically firefighting. So you're using policies and procedures. And when people...

3:19

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

go outside of those policies and procedures, then you use discipline and firefighting to get things back into alignment. The third approach is to consider your people as resources. You consider your people as resources and you want to build upon the resources and enable the strengths of your people to become the strengths of the organization.

3:50

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

In order to do that, Drucker says that you need to do two different things. One is to build responsibility and achievement into the job and the workforce.

4:02

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

So the first thing is to build responsibility and achievement into the job and the workforce. And then the second thing is the manager must treat the people that they work with as a resource and then ask three questions to each person. Ask three questions. The first question.

4:25

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

What do I do as your manager and what does the company do that helps you the most in your job? So the first question is, what do I do as your manager and what does the company do to help you the most in your job? The second question.

4:44

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

is what do I do as your manager and what does your company do that hinders you the most in your job performance? So what do I do and then what does the company do that hinders you the most in your job performance? And then three, what can you do to help me as your manager do the best job for the company?

5:11

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

So what can you do to help me as your manager do the best job for the company? So those are the three questions that you should ask all of your employees and not just one time, right? Not just one time because things evolve. So maybe every job performance review, you ask those three questions and see what you get.

5:35

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

and let people have some time to think about their answers. So this is not just a, I'm going to ask you this question, come up with an answer on the spur of the moment. No, give them the questions in advance so they have time to think about what the best answers are for those three questions. Then Drucker says, the final most important aspect of managing people is to place them in a role where they are best suited.

6:05

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

So place your people in a role where they're the most productive, where you can use the strengths of people to the maximum benefit of the organization.

6:18

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

Placing people in the right roles is critically important to managing the strengths of your people. So non-performers should not remain in the organization. Non-performers should not remain in the organization. Now, Drucker uses an exception to the rule, and that's where somebody, maybe older person, has been in the organization for a long time and has earned the company's loyalty.

6:48

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

So if somebody has been in the organization a long time, maybe they're not as effective as they used to be.

6:56

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

but they have earned the company's loyalty. So listen up, corporate America. Please take that to heart. I know in running a business, I certainly did that for an employee that had been with the business for 20 plus years. I owed that person, a senior management level person, my loyalty or the company's loyalty. I also had a person that was a non-performer.

7:25

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

The individual was in accounts receivable and really tried to learn the accounts receivable function and really could not do the job. So we coached the person several times and then we finally let the person go. We let the person go.

7:46

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

A year later, same person came back to see some people in the business and let us know that he had opened his own bakery and was hugely successful and very happy. Now, I could have left that person and kept trying to work with that person in accounts receivable, and he would have been miserable.

8:08

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

trying to do a job he was not suited for. And instead, we gave him the opportunity to be incredibly successful and happy in a job in a place where he was far more suited. So I think you need to think about that. Are you doing a person a favor by keeping them in a position that they're not suited for? No, you're not at all. So I suggest you look at Peter Drucker's book.

8:37

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

Take the words to heart about how you can support and build on your people's strengths. I really think that it's an important thing to do, training your people and really focusing on how to build your people. I once had an individual in one of my peer groups talk about how upset they were about all the training and money they'd spent on building up their personnel only to have them leave the business.

9:05

S… Speaker 1 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

Another very wise person in that same meeting said, well, what if you hadn't spent all that money on training and developing your people and they stayed?

9:21

S… Speaker 2 (ScreenRecording_٠٤-٣٠-٢٠٢٦ ٠٢-٥٦-٢٠_1)

My name is Marla Noll. I hope you have a chance to read some great business books as you work through your knowledge of management and leadership. And Peter Drucker's books are certainly some that I would recommend. And again, Marla Noll, Peter Drucker on Management, Tasks, Responsibilities, and Practices.

This transcript was generated by AI (automatic speech recognition). May contain errors — verify against the original audio for critical use. AI policy

❤️ Karout'rez STT.ai?

Diverradenn

Klikit war Diverrañ evit krouiñ ur berradenn AI eus an treuzwel-mañ.

Goulenn ouzh an AI diwar- benn an treuzwel- mañ

Goulenn petra bennak diwar-benn an treuzskrivadur-mañ - an AI a vo o klask rannoù a-feson ha respontoù.

Eilañ unan all