The Effective Executive

The Definitive Guide to Getting the Right Things Done

by Peter Drucker

Number of pages: 192

ISBN: 9780060516079

About the Author

Peter Ferdinand Drucker was a management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation.

Editorial Review

The manual worker had only economic goals and was content with economic rewards. The knowledge worker demands economic rewards too. But their presence is not enough. They need opportunity, they need achievement, and they need fulfillment. Only by being an effective executive can the knowledge worker obtain these satisfactions. Only executive effectiveness can enable our society to harmonize its two needs: the needs of organization to obtain contribution from the individual, and the need of the individuals to accomplish their purposes. Effectiveness must be learned.

Book Reviews

"In Drucker's book "The Effective Executive," he outlines eight basic principals that define a good executive. The book is quite short at 200 pages, and the principles are deceptively simple. But it's a testament to Drucker's insight that it remains the definitive guide to good management even 40 years after its publication." InfoWorld

"Even though we do fall short of Drucker’s vision of optimal use of computers as decision-making and decision-implementing tools, his core principles as outlined are eternal. His final message is not only that these principles can be learned, but that they must be learned for someone to be truly effective. Most impressive to me was how Drucker saw (and named) the phenomenon of knowledge work, and its growing presence to dominance in the business world." Society of Actuaries

"This book is a concise source of concrete ideas that can be immediately put into practice. For those joining management from the technical world, this book is especially helpful—while you were writing your thesis on superconducting RF cavities, your peers were studying Drucker in business school. If you don’t have a copy, pick one up at the airport before your next flight. Odds are you will dog-ear at least one page from each chapter before you land." FabTime

"Peter F. Drucker’sThe Effective Executiveis one of the best-known, oft-cited books on management ever written. Since it’s publication in 1967, it has transformed regular managers into effective executives by answering the question, “What makes an effective executive?” The book is filled with insights and perspective and is still just as applicable today, 40 years later." Humorthatworks.com

"Peter Drucker’s goal in The Effective Executive seems so simple; as he states in the preface, “The subject of this book is managing oneself for effectiveness.” It does not take long to realize, however, that his goal is much larger: to contribute to society by teaching an ever-growing number of executives, in an ever-growing number of organizations, how to serve effectively. In writing this book, Drucker is practicing what he is preaching." XPastor.org

Books on Related Topics

Wisdom to Share

There are many managers who are not executives, as they do not seriously affect their organizations. Even foremen can be executives if they affect the work of others.

The effective executive focuses on contribution. They look up from their work and outward toward goals. The focus on contribution is the key to effectiveness.

The great majority of executives tend to focus downward. They are occupied with efforts rather than with results. As a result, they render themselves ineffectual.

Effective executives inspire deep devotion and true affection in all who work with them, because they build their relationship to peopletheir superiors, their colleagues, and their subordinates, round contribution.

Most managers have no great trouble managing their subordinates. The real question is how can they manage their bosses?

Bosses are either "readers" or "listeners". People who are both readers and listeners—trial lawyers have to be both, as a rule—are exceptions. It is generally a waste of time to talk to a reader boss. They only listen after they have read. It is equally a waste of time to submit a voluminous report to a listener boss. They can only grasp what it is all about through the spoken word.

All of us are "experts" on other people and see them much more clearly than they see themselves.

A decision is a judgment. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between "almost right" and "probably wrong". Much more often it is a choice between two courses of action neither of which is probably more nearly right than the other.

Only executive effectiveness can enable our society to harmonize its two needs: the needs of organization to obtain contribution from the individual, and the need of the individuals to accomplish their purposes. Effectiveness must be learned.

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