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A manager is responsible for the application and performance of knowledge.
Peter Drucker
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Peter Drucker
Age: 95 †
Born: 1909
Born: November 19
Died: 2005
Died: November 11
Author
Businessperson
Columnist
Economist
Journalist
Lawyer
Philosopher
Sculptor
University Teacher
Writer
Vienna
Austria
Peter F. Drucker
Peter Ferdinand Drucker
Management
Responsible
Learning
Manager
Knowledge
Application
Work
Managers
Performance
Manage
Performances
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The enterprise can fulfill its human and social functions only if it prospers as a business.
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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
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Adversarial power relationships only work if you never have to see or work with the bastards again.
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When a resource is scarce, you increase its yield.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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An employer has no business with a man's personality... The task is not to change personality, but to enable a person to achieve and to perform.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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It is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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Charisma becomes the undoing of leaders. It makes them inflexible, convinced of their own infallibility, unable to change
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One cannot manage change. One can only be ahead of it.
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Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
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No executive has ever suffered because his subordinates were strong and effective.
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The really important things are said over cocktails and are never done.
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The only skill that will be important in the 21st century is the skill of learning new skills.Everythi ng else will become obsolete over time.
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Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
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