People Management in the Age of Remote Work

Principles of People-management that Were Not Understood for a Long Time

     Drucker's various management speculations have been studied and utilized by many Japanese. However, his speculations on "interpersonal management" have not been properly understood by the Japanese people for more than 60 years. And for a long time, a big misunderstanding has been maintained by many companies and managers in this country.

Existence of an Old and Strong Paradigm

     One of the reasons behind this phenomenon was the strong paradigm of "management centered on managers" held by Japanese managers and management lecturers. His paradigm of "self-management by team members" was so innovative that many managers could not even recognize its existence. 

The Lack of Attention to Kierkegaard's Philosophy

     In addition, even though Kierkegaard's “philosophy of autonomy” was behind the "self-management” proposed by Drucker, most people did not pay enough attention to Kierkegaard. Without some understanding of Kierkegaard, it is difficult to understand Drucker's interpersonal management. Furthermore, the immature egoism of human beings was one of the causes that kept subordinates from realizing self-controlled management. Various other causes have influenced Japanese people's misunderstanding in a multilayered manner.

Drucker's Interpersonal Management for Remote Workers

     In this book, many of Drucker's words on interpersonal management will be introduced. Then, along each stage of the management process, the author introduces specific examples of activities to realize Drucker's vision. Management that respects the autonomy of team members is a know-how that is especially powerful in remote work environments. This book will be of great help to managers and executives who need to influence their people in a new way in the new era.

Table of Contents

Chapter 1:

The First Lesson:  Power of Autonomy

Chapter 2:

The Second Lesson:   A New Paradigm for People Management

Chapter 3:

The Third Lesson:  Setting Goals

Chapter 4:

The Fourth Lesson:  Influencing Team Members During Performing Their Duties

Chapter 5:

The Fifth Lesson:   Supporting Job Performance Reflection and Evaluation

Chapter 6:

The Sixth Lesson:  Developing Your Team Members

Chapter 7:

The Seventh Lesson:  The Qualities Required of Managers