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.
"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
Management guru Peter Drucker widely regarded as the father of modern management. During his remarkable life and career, he inspired countless business and political leaders. Drucker's key business tents include: Serve the customer: The purpose of a business is to create and serve a customer. Act, don't just talk: Management takes hard work,
The 8th Habit consists of a two-part solution; “find your voice and inspire others to find theirs.” Finding your voice means to engage in the work that genuinely taps your talents and fuels your passion and discovers your most intimate capabilities. Your voice then becomes a metaphor representing the essence of
The instrument panel in a fighter jet plane is screaming out information, the horizon is a blur, the wingman is occupied, the pilot is busy, the jet is hanging on the edge and there is a mission to be accomplished. What you might ask; does this have to do with the
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 peopletheir 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.
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.
Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.
Written by Peter F. Drucker, “the” best management guru, writer, speaker, and consultant to ever live, it lays all the basics of what management is, how it should be carried out, and in which direction should it be heading. This reference book is an excellent source for any aspiring manager, whether
We know that the ability of government to perform social tasks is very limited indeed. But we also know that the non-profit discharge is a much bigger job than taking care of specific needs. We have come to realize that all non-profit institutions, whatever their specific concern, have something in common.