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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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
Perceive
Rule
Expect
Usually
Received
Unexpected
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With Christianity, freedom and equality became the two basic concepts of Europe they are themselves Europe.
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The best plan is only a plan... unless it degerates into work.
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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 first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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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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The enterprise, by definition, must be capable of producing more or better than all the resources that comprise it.
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Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
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No one learns as much about a subject as one who is forced to teach it.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Change is the norm unless an organization sees that its task is to lead change, that organization will not survive.
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To survive and succeed, every organization will have to turn itself into a change agent
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One cannot manage change. One can only be ahead of it.
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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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We always remember best the irrelevant.
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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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All companies are service companies some also manufacture products.
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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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You can't manage what you don't measure.
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There is a point of complexity beyond which a business is no longer manageable.
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Absolute size by itself is no indicator of success and achievement, let alone of managerial competence. Being the right size is.
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