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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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
Values
Essential
Articulating
Also
Essentials
Addressing
Great
Workers
Strengths
Organization
Organizations
Challenges
Productivity
Knowing
Improving
Understanding
Belong
Knowledge
Lows
Abysmally
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We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.
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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 tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.
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The first step toward making the worker achieving is to make work productive.
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The fewer data needed, the better the information. And an overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.
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There's an enormous number of managers who have retired on the job.
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More business decisions occur over lunch and dinner than at any other time, yet no MBA courses are given on the subject.
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All good strategy eventually degenerates into work.
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When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon.
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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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For new technology to replace old, it has to have at least ten times the benefit.
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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Increasingly, politics is not about who gets what, when, how but about values, each of them considered to be absolute. Politics is about the right to life...It is about the environment. It is about gaining equality for groups alleged to be oppressed...None of these issues is economic. All are fundamentally moral.
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The moment people talk of implementing instead of doing, and of finalizing instead of finishing, the organization is already running a fever.
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Here I am, fifty-eight, and I still don't know what I'm going to be when I grow up.
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In the managerial organization, the top people sit in judgment in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
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To make a living is no longer enough. Work also has to make a life.
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You cannot prevent a major catastrophe, but you can build an organization that is battle-ready, where people trust one another. In military training, the first rule is to instill soldiers with trust in their officers - because without trust, they won't fight.
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Capitalism is being attacked not because it is inefficient or misgoverned but because it is cynical. And indeed a society based on the assertion that private vices become public benefits cannot endure, no matter how impeccable its logic, no matter how great its benefits.
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