What do managers do? One good answer to this question comes from the late Peter Drucker, whose name that stands out above all others in the century-long history of management studies. A native of Vienna, Austria, Mr. Drucker was an intellectual who worked as a journalist and studied economics.
A prolific writer, business consultant and lecturer, he introduced rather re-invented many management concepts that have been embraced by corporates all over the world.
His open and result-driven thought process is what attracts me the most. People who do take risks generally make about two big mistakes a year. For one either meets or one works. One cannot do both at the same time. Effectiveness is doing the right thing.
This is what creates trust, what enables you to get the task done. One cannot build performance on weakness, let alone on something one cannot do at all.
This is a dangerous mistake. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.
And the most pressing task is to teach people how to learn. It controls access to opportunity and advancement. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
The fewer meetings the better. The supply of time is totally inelastic. No matter how high the demand, the supply will not go up. There is no price for it.
Time is totally perishable and cannot be stored. Time is always in short supply. There is no substitute for time. All work takes place in, and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource.My first college business professor was a fanatical Peter Drucker with a dissection of Drucker's The Effective Executive and concluded with a thorough reading of The Practice of Management.
• Peter Drucker’s extensive, thoughtful writing about the management of organizations has garnered both zealous disciples and dismissive critics. Peter Drucker is known as the father of modern management. A prolific writer, business consultant and lecturer, he introduced (rather re-invented) many management concepts that have been embraced by corporates all over the world.
Nov 12, · Peter F. Drucker, the political economist and author, whose view that big business and nonprofit enterprises were the defining innovation of the 20th century led him to pioneering social and. My first college business professor was a fanatical Peter Drucker with a dissection of Drucker's The Effective Executive and concluded with a .
mbo by peter drucker Peter Ferdinand Drucker was an influential writer, management consultant, and self-described “social ecologist.
Harvard Business Review honored Drucker in the June with his seventh McKinsey Award for his article, “What Makes an Effective Executive”, the most awarded to .