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There is one qualification the manager cannot acquire but must bring to the task. It is not genius it is character.
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
Tasks
Genius
Bring
Qualification
Cannot
Qualifications
Character
Manager
Must
Managers
Acquire
Task
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It’s up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive during a work life that may span some 50 years.
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It is willingness of people to give of themselves over and above the demands of the job that distinguishes the great from the merely adequate.
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Meetings are a symptom of bad organization. The fewer meetings the better.
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Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.
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As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.
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Through systematic terror, through indoctrination, through systematic manipulation of stimulus, reward, and punishment, we can today break man and convert him into brute animal... The first step toward survival is therefore to make government legitimate again by attempting to deprive it of these powers... by international action to ban such powers.
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Plans are only good intentions unless they immediately degenerate into hard work.
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The first organization structure in the modern West was laid down in the canon law of the Catholic Church eight hundred years ago.
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The productivity of work is not the responsibility of the worker but of the manager.
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And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.
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Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
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The race for Quality has no finish line - so technically, it's more like a death march. Efficiency is doing things right effectiveness is doing the right things.
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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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No one learns as much about a subject as one who is forced to teach it.
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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 true business of every company is to make and keep customers.
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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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Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth.
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Effective people are not problem minded they're opportunity-minded. They feed opportunities and starve problems. They think preventively.
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