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The worker's effectiveness is determined largely by the way he is being managed.
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
Largely
Determined
Workers
Way
Effectiveness
Worker
Managed
More quotes by Peter Drucker
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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If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operates-and all the major events within it-must have rhyme, rhythm, or reason.
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All good strategy eventually degenerates into work.
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No financial man will ever understand business because financial people think a company makes money. A company makes shoes, and no financial man understands that. They think money is real. Shoes are real.
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There are usually half a dozen right answers to what needs to be done. Yet, unless a person makes the risky and controversial choice of only one, he will achieve nothing.
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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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Nobody in the world is as good at making decisions as the Japanese.
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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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The better a man is the more mistakes will he make – for the more new things he will try.
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The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.
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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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Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.
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Do the right things instead of trying to do everything right.
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Far too much reorganization goes on all the time. Organizitis is like a spastic colon.
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Ideas are cheap and abundant what is of value is the effective placement of those ideas into situations that develop into action.
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There is the general belief that the corporation income tax is a tax on the rich and on the fat cats. But with pension funds owning 30% of American large business-and soon to own 50%-the corporation income tax, in effect, eases the load on those in top income brackets and penalizes the beneficiaries of pension funds.
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A manager is responsible for the application and performance of knowledge.
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To survive and succeed, every organization will have to turn itself into a change agent
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Don't take on things you don't believe in and that you yourself are not good at. Learn to say no. Effective leaders match the objective needs of their company with the subjective competencies. As a result, they get an enormous amount of things done fast.
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The most valuable assets of a 20th-century company were its production equipment. The most valuable assets of a 21st-century institution, whether business or nonbusiness, will be its knowledge, workers, and their productivity.
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