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Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
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
Though
Employment
Need
Expensive
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Companies
Installed
Even
Realized
Operators
Expectations
Clerks
Computer
Programmers
Company
Computers
Call
Reduce
More quotes by Peter Drucker
Managers are the basic and scarcest resource of any business enterprise.
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Every success creates new opportunities. So does every failure.
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Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.
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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Every three or four years I pick a new subject. It may be Japanese art it may be economics. Three years of study are by no means enough to master a subject but they are enough to understand it. SO for more than 60 years I have kept studying one subject at a time.
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Many studies of research scientists have shown that achievement (at least below the genius level of an Einstein, Bohr, or a Planck) depends less on ability in doing research than on the courage to go after opportunity.
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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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To make knowledge productive, we will have to learn to see both forest and tree. We will have to learn to connect.
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The Pertinent Question is NOT how to do things right - but how to find the right things to do, and to concentrate resources and efforts on them.
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The individual needs the return to spiritual values, for he can survive in the present human situation only by reaffirming that man is not just a biological and psychological being but also a spiritual being, that is creature, and existing for the purposes of his Creator and subject to Him.
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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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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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The honest work of yesterday has lost its social status, its social esteem.
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Culture eats Christianity for breakfast.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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Elephants have a hard time adapting. Cockroaches outlive everything.
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No one learns as much about a subject as one who is forced to teach it.
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Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform.
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Entrepreneurship is neither a science nor an art. It is a practice.
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