Every professional is concerned with the use of knowledge in the achievement of objectives: the engineer as he designs equipment, the medical practitioner as he diagnoses and prescribes for the ills of his patients, and the lawyer or the architect as he serves his clients. The professional draws upon the knowledge of science and of his colleagues, and upon knowledge gained through personal experience. The degree to which he relies upon the first two of these rather than the third is one of the ways in which the professional may be distinguished from the layman.
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
Gallup Co. assembled a selected group of its social scientists to examine the 1 million employee interviews in its database in order to find which survey questions were most powerful in explaining worker's productive motivations on the job. Ultimately, 12 elements of work life emerged as the core of the unwritten
For more than twenty years, management expert Bruce Tulgan has been asking, What are the most difficult challenges you face when it comes to managing people? Regardless of industry or job title, managers cite the same core issues 27 recurring challenges: the superstar whom the manager is afraid of losing, the
The professional draws upon the knowledge of science and of his colleagues, and upon knowledge gained through personal experience.
Progress in any profession is associated with the ability to predict and control, and this is true also of industrial management.
Successful management depends—not alone, but significantly—upon the ability to predict and control human behavior.
When physiological needs are reasonably satisfied, needs at the next higher level begin to dominate man's behavior-or to motivate him.