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Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
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
Loving
Perhaps
Else
Care
Irreplaceable
Nothing
Distinguishes
Much
Tender
Time
Executives
Effective
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Education can no longer be the sole property of the state.
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Business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
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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.
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The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question.
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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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There is an unbroken chain of opposition to the introduction of economic freedom and to the capitalist autonomy of the economic sphere... In every case the opposition could only be overcome - peacefully or by force - because of the promise of capitalism to establish equality... That this promise was an illusion we all know.
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Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.
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That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.
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Objectives are not commands they are commitments.
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Systematic change requires a willingness to look on change as an opportunity.
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