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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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
Work
Contribution
Make
Management
Workers
Increase
Century
Knowledge
Important
Worker
Needs
Productivity
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Education can no longer be the sole property of the state.
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Spontaneity is an infinite number of rehearsed possibilities.
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Objectives can be compared to a compass bearing by which a ship navigates. A compass bearing is firm, but in actual navigation, a ship may veer off its course for many miles. Without a compass bearing, a ship would neither find its port nor be able to estimate the time required to get there.
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Our most important education system is in the employees' own organization.
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The single most important thing to remember about any enterprise is that results exist only on the outside.The result of a business is a satisfied customer. The result of a hospital is a satisfied patient. The result of a school is a student who has learned something and puts it to work ten years later. Inside an enterprise there are only costs.
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The large organization has to learn to innovate, or it won't survive.
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The computer, being a mechanical moron, can handle only quantifiable data.
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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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All companies are service companies some also manufacture products.
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There are companies that are good at improving what they're already doing. There are companies that are good at extending what they're doing. And finally there are companies that are good at innovation. Every large company has to be able to do all three - improve, extend, and innovate - simultaneously.
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Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, Let's do a little bit of everything.
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Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
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Fascism is the result of the collapse of Europe's spiritual and social order... catastrophes broke through the everyday routine which makes men accept existing forms, institutions and tenets as unalterable natural laws. They suddenly exposed the vacuum behind the facade of society.
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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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When a resource is scarce, you increase its yield.
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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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The enterprise can fulfill its human and social functions only if it prospers as a business.
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No other area offers richer opportunities for successful innovation than the unexpected success.
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An effective executive builds on strengths - their own strengths, the strengths of superiors, colleagues, subordinates, and on the strength of the situation.
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Systematic change requires a willingness to look on change as an opportunity.
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