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No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility.
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
Made
Unless
Steps
Decision
Responsibility
Action
Assignment
Someone
Assignments
Become
Carrying
Work
Specific
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The enterprise can fulfill its human and social functions only if it prospers as a business.
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The corporation is the master, the employee is the servant. Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
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All good strategy eventually degenerates into work.
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If you want to predict the future create it.
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We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.
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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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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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To make a living is no longer enough. Work also has to make a life.
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There are no creeds in mathematics.
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Plans are only good intentions unless they immediately degenerate into hard work.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Time is the scarcest resource and unless it is managed nothing else can be managed.
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What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.
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Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person - hardworking and competent but otherwise mediocre - into an outstanding performer.
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Management is not being brilliant. Management is being conscientious.
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Objectives are not commands they are commitments.
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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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As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.
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It takes far less energy to move from first-rate performance to excellence than it does to move from incompetence to mediocrity.
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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
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