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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
Performances
Competence
Requires
Outward
Office
Manager
High
Title
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Managers
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More quotes by Peter Drucker
It is commonly believed that innovations create changes - but few ever do. Successful innovations exploit changes that have already happened.
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There is no perfect strategic decision. One always has to pay a price. One always has to balance conflicting objectives, conflicting opinions, and conflicting priorities. The best strategic decision is only an approximation - and a risk.
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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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The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, If we assign this general to lead this base, what do we expect him to accomplish?
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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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The days of the 'intuitive' manager are numbered.
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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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The world economy is not yet a community--not even an economic community...Yet the existence of the global shopping center is a fact that cannot be undone. The vision of an economy for all will not be forgotten again.
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We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
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Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
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An established company which, in an age demanding innovation, is not able to innovation, is doomed to decline and extinction.
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Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.
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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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Meetings are a symptom of bad organization. The fewer meetings the better.
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The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
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It's amazing how many things busy people are doing that never will be missed.
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Success? Odd as it seems, you will achieve the greates results in business and career if you drop the word 'achievement' from your vocabulary and replace it with 'contribution'.
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The Welfare State, which begun in Imperial Germany for the truly indigent and disabled, has now become everybody's entitlement and an increasing burden on those who produce.
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Most of what we call management consists of making it difficult for people to get their work done.
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