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If a manager spends more than 10 percent of his time on human relations the group is probably too large.
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
Percent
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Manager
Human
Relations
Humans
Managers
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Large
Groups
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The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.
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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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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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Decision making is the specific executive task.
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There's no such thing as knowledge management there are only knowledgeable people. Information only becomes knowledge in the hands of someone who knows what to do with it.
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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've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.
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The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
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The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.
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People in any organization, including bureaucrats and politicians, are always attached to the obsolete the obsolescent the things that should have worked but didn't the things that once were productive and no longer are.
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What people in business think they know about the customer and market is likely to be more wrong than right...the customer rarely buys what the business thinks it sells him.
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The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.
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Today knowledge has power. It controls access to opportunity and advancement.
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Adversarial power relationships only work if you never have to see or work with the bastards again.
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A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives.
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Businesses are not paid to reform customers. They are paid to satisfy customers.
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Time is the scarcest resource and unless it is managed nothing else can be managed.
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