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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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Leaders shouldn?t attach moral significance to their ideas: Do that, and you can?t compromise.
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Mother Teresa's numerical results were not her greatest contribution. Instead, she made the world-and especially India-conscious of compassion.
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One does not start with facts. One starts with opinions.
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Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.
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It's amazing how many things busy people are doing that never will be missed.
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Don't solve problems. Pursue opportunities.
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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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We do not need more laws . No country suffers from a shortage of laws. We need a new model .
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We always remember best the irrelevant.
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If you want it, measure it. If you can't measure it, forget it.
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You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.
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The large organization has to learn to innovate, or it won't survive.
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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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Culture eats Christianity for breakfast.
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The best way to predict the future is to create it.
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One cannot manage change. One can only be ahead of it.
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The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength.
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