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61 " So much of what we call management consists in making it difficult for people to work. "
― Peter F. Drucker
62 " Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. "
― Peter F. Drucker , The Essential Drucker
63 " The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it. "
64 " It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday. "
― Peter F. Drucker , The Effective Executive: The Definitive Guide to Getting the Right Things Done
65 " A person can perform only from strength. One cannot build performance on weakness, let alone on something one cannot do at all. "
66 " Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. "
67 " Entrepreneurship rests on a theory of economy and society. The theory sees change as normal and indeed as healthy. And it sees the major task in society - and especially in the economy - as doing something different rather than doing better what is already being done. That is basically what Say, two hundred years ago, meant when he coined the term entrepreneur. It was intended as a manifesto and as a declaration of dissent: the entrepreneur upsets and disorganizes. As Joseph Schumpeter formulated it, his task is "creative destruction. "
― Peter F. Drucker , Innovation and Entrepreneurship: Practice and Principles
68 " Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. "
69 " Entrepreneurship is "risky" mainly because so few of the so-called entrepreneurs know what they are doing. "
70 " We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. "
71 " Working on the right things is what makes knowledge work effective. "
72 " The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. "
73 " The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether. "
― Peter F. Drucker , Managing the Non-Profit Organization: Principles and Practices
74 " Meetings are by definition a concession to deficient organization For one either meets or one works. One cannot do both at the same time. "
75 " Effective executives know that their subordinates are paid to perform and not to please their superiors. "
76 " If there is any one “secret” of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time. "
77 " A man should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths. The man who always knows exactly what people cannot do, but never sees anything they can do, will undermine the spirit of his organization. "
― Peter F. Drucker , Management: Tasks, Responsibilities, Practices
78 " Effectiveness must be learned. "
79 " 1. What is our mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?2 "
― Peter F. Drucker , The Five Most Important Questions You Will Ever Ask about Your Organization: An Inspiring Tool for Organizations and the People Who Lead Them
80 " Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked—with dire results. "