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A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.
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
Vision
Managerial
Rather
Focuses
Appointed
Never
Strengths
Men
Weaknesses
People
Weakness
Position
Focus
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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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Profit is not a cause but a result-
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
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The ultimate resource in economic development is people. It is people, not capital or raw materials that develop an economy.
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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 is easier to raise the performance of one leader than it is to raise the performance of a whole mass.
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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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The best way to predict the future is to create it.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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We can ill afford to have activities conducted as non-profit, that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.
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The only things that evolve by themselves in an organization are disorder, friction and malperformance.
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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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Everything must degenerate into work if anything is to happen.
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Too many leaders try to do a little bit of 25 things and get nothing done. They are very popular because they always say yes. But they get nothing done.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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