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A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates.
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
Tasks
Manager
Weakness
Irrelevant
Risk
Boss
Much
Managers
Make
Effective
People
Task
Subordinates
Fully
Applies
Management
Strengths
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Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.
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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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What we are good at comes easy, and we believe that unless it comes hard, it can't be very good.
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The days of the 'intuitive' manager are numbered.
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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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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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Every organization has to prepare for the abandonment of everything it does.
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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 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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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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The honest work of yesterday has lost its social status, its social esteem.
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The talk you hear about adapting to change is not only stupid, it's dangerous. The only way you can manage change is to create it.
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No one learns as much about a subject as one who is forced to teach it.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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Mission defines strategy, and strategy defines structure.
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A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives.
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Knowledge applied is productivity.
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There is every indication that the period ahead will be an innovative one, one of rapid change in technology , society , economy , and institutions .
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