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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
Work
Managers
Performance
Manage
Performances
Management
Responsible
Learning
Manager
Knowledge
Application
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You outgrow your production facilities. You outgrow your management capabilities.
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The experience of the human race indicates strongly that the only person in abundant supply is the universal incompetent.
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned - not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.
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The relevant question is not simply what shall we do tomorrow, but rather what shall we do today in order to get ready for tomorrow.
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The enterprise can fulfill its human and social functions only if it prospers as a business.
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Efficiency, which is doing things right, is irrelevant until you work on the right things.
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The key to greatness is to look for people's potential and spend time developing it.
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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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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.
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Trust is congruence between what you say and what you do.
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Our most important education system is in the employees' own organization.
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The most effective way to manage change is to create it.
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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations - not just business, but government service, the universities. These people don't find their jobs interesting.
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Loafing is easy, but leisure is difficult.
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