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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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
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Expectations
Needs
Strength
Checking
Information
Strengths
Wise
Executives
Results
Improve
Decision
Improvement
Knowledge
Management
Shows
Lack
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Objectives are not commands they are commitments.
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What's measured improves
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I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than making deals. Management affects people and their lives.
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The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.
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In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
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The concept of profit maximization is, in fact, meaningless.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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Don't try to innovate for the future. Innovate for the present!
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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The basic economic resource - the means of production - is no longer capital, nor natural resources, nor labor. It is and will be knowledge.
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Do not measure your life by your goals but what you are doing to achieve them.
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Follow effective action with quiet reflection.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.
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Our job in life is to make a positive difference, not prove we're right.
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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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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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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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