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Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.
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
Jobs
Place
Good
Strengths
People
Organizations
Effective
According
Allow
Organization
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Plans are only good intentions unless they immediately degenerate into hard work.
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The key to greatness is to look for people's potential and spend time developing it.
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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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In a rural society communities are given for the individual. Community is a fact, whether family or religion, social class or caste.
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Providing more desirable products, services, and customer experiences is vital to the continued existence of any business. And that is INNOVATION.
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Nobody can predict the future the idea is to have a firm grasp of the present.
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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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...because knowledge rapidly deteriorates unless it is used constantly, maintaining within an organization an activity that is used only intermittently guarantees incompetence.
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Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.
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Every organization has to prepare for the abandonment of everything it does.
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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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Profit is not the explanation, cause, or rationale of business behavior and business decisions, but the test of their validity.
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Cultivate a deep understanding of yourself - not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Because only when you operate from strengths can you achieve true excellence.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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Efficiency is doing better what is already being done.
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Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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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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