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To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.

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
Office
Manager
High
Title
Bigs
Titles
Order
Managers
Symbols
Performance
Rank
Performances
Competence
Requires
Outward

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Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.
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Culture eats Christianity for breakfast.
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Every success creates new opportunities. So does every failure.
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Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.
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Management is not being brilliant. Management is being conscientious.
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Most innovators are successful to the extent to which they define risks and confine them.
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We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.
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Use feedback analysis to identify your strengths. Then go to work on improving your strengths. Identify and eliminate bad habits that hinder the full development of your strengths. Figure out what you should do and do it. Finally, decide what you should not do.
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The essence of management is to make knowledge productive.
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To make a living is no longer enough. Work also has to make a life.
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Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
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Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.
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Universities won't survive. The future is outside the traditional campus, outside the traditional classroom. Distance learning is coming on fast.
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Most of what you hear about entrepreneurshi p is all wrong. It's not magic it's not mysterious and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.
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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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As a rule we perceive what we expect to perceive... The unexpected is usually not received at all.
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The first step toward making the worker achieving is to make work productive.
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