來頭大的翻譯者：Peter Drucker談點戴明和管理史 (2005.4)
台灣最近有家書店翻譯：
Gilbert Achcar, The Clash of Barbarisms. Sept 11 and the Making of the New World Disorder. Translated by Peter Drucker. Monthly Review Press, 2002
翻譯者Peter Drucker的「知名度」，可能遠超過作者，
Gilbert Achcar (著), Peter Drucker (著)
The clash of barbarisms: September 11 and the making of the new world disorder
The shift in the U.S. global role precipitated by the events of September 11, 2001 although the events were unexpected was a long time in the making. In this challenging work, Gilbert Achcar analyzes how this shift came about and examines its fateful consequences.Achcar's Clash of Barbarisms traces the rise of militant and anti-Western Islamic fundamentalism to its roots in U.S. policies aimed at control of the oil reserves of the Middle East, and above all, Saudi Arabia the "Muslim Texas." Achcar examines the political premises of Osama bin Laden's al-Qaeda and show how these led to the massive miscalculation of the September 11 attacks, with results both politically counterproductive and morally reprehensible.The major result of this miscalculation has been to complete a shift from the vision of a world order based on international law and respecting the rights of strong and weak nations alike, announced by George Bush, Sr., in 1991, to the world order being created by the administration of George W. Bush today, in which the United States asserts its own power and pursues its interests without regard for law or rights. In this context, we are living through a "clash of barbarisms" indeed.This important and timely work is already scheduled for publication in French, English, German, Turkish, and Korean. It draws on first-hand knowledge of the Middle East, but looks beyond immediate events to clarify their geopolitical bases.
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Peter Drucker 何方神聖？
Drucker, Peter Ferdinand, 1907–2005 (補), American economist, b. Vienna, Austria. After receiving a doctorate in international and public law from Frankfurt Univ. (1931), Drucker was a financial writer for a German newspaper. In 1933 he moved to London, then to the United States (1937), where he became a freelance writer. After teaching at New York Univ. (1950–71), he joined the faculty of Claremont Graduate Univ. (1971–). In 1987, Claremont named its graduate management school after him. Drucker is best known as an authority on corporate management; among his ideas in the 1970s was the shift from traditional assembly lines to flexible production methods. He also helped found (1990) the Peter F. Drucker Foundation for Nonprofit Management. He has written more than 30 books, including The End of Economic Man (1939), Future of Industrial Man (1942), Concept of the Corporation (1946), The Practice of Management (1954), Drucker on Asia (with Isao Nakauchi, 1997), Management Challenges for the 21st Century (1999), and the autobiographical Adventures of a Bystander (1979).
(wiki)
Peter Drucker is perhaps the greatest writer on management and created many of the phrases common in business today. He has been writing influential books since the 1940s. He currently does consulting and is most interested in helping non-profit organizations and other NGOs.
最近我們的Deming Electroic Network 有人Balaji引他的一段話！
On the other hand Peter Drucker did not have very kind things to say of Deming - I don't really remember the book I'm referring to but I do remember him saying something to the tune of....."Deming's TQM is the spit of Taylor's Scientific Management"...
我加：【the spit (and image) of INFORMALIf someone is the spit (and image) of someone else, they look extremely similar to them:The old man was the (dead) spit of Winston Churchill.
be the spit (or the dead spit) of
之後，有人抄出原文：
The source of your Drucker quote is from "Management Challenges for the
21st Century," p. 139, published in 1999.
Following is the context of the quote, beginning at the bottom of p. 138:
And yet every method during these last hundred years that has had the slightest success in raising the productivity of manual workers--and with it their real wages--has been based on Taylor's principles, no matter how loudly its protagonists proclaimed their differences with Taylor. This is true of "work enlargement," "work enrichment" and "job rotation" --all of which use Taylor's methods to lessen the worker's fatigue and thereby to increase the worker's productivity. It is true of such extensions of Taylor's principles of task analysis and industrial engineering to the entire manual work process as Henry Ford's assembly line (developed after 1914, when Taylor himself was already sick, old and retired). It is just as true of the Japanese "Quality Circle," of "Continuous Improvement" ("Kaizen"), and of "Just-In-Time Delivery."
The best example, however, is W. Edwards Deming's (1900-1993) "TotalQuality Management." What Deming did--and what makes Total QualityManagement effective--to analyze and organize the job exactly the way Taylor did. But then he added, around 1940, Quality Controlbased on a statistical theory that was only developed ten yearsafter Taylor's death. Finally, in the 1970s, Deming substitutedclosed-circuit television and computer simulations for Taylor's stopwatch and motion photos. But Deming's Quality Control Analystsare the spit and image of Taylor's Efficiency Engineers and functionthe same way.
Whatever his limitations and shortcomings--and he had many--no other American, not even Henry Ford (1863-1947), has had anything like Taylor's impact. "Scientific Management" (and its successor, "Industrial Engineering") is the one American philosophy that has swept the world--more so even than the Constitution and the Federalist Papers. In the last century there has been only one worldwide philosophy that could compete with Taylor's: Marxism. And in the end, Taylor has triumphed over Marx.
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