Peter F. Drucker "Great managers may be charismatic or dull, generous or tightfisted, visionary or numbers oriented. But every effective executive follows eight simple practices." -Peter F. Drucker
An effective executive does not need to be a leader in the sense that the term is now most commonly used. Harry Truman did not have one ounce of charisma, for example, yet he was among the most effective chief executives in U.S. history. Similarly, some of the best business and nonprofit CEOs Drucker has worked with over his 65-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious.
What made them all effective is that they followed the same eight practices:
They asked, "What needs to be done?" They asked, "What is right for the enterprise?" They developed action plans. They took responsibility for decisions. They took responsibility for communicating. They were focused on opportunities rather than problems. This concise audiobook is based on Mr. Drucker's summary of The Effective Executive done at the request of Harvard Business Review and is now one of their best selling published works. This article is a perfect way to learn about the subject broadly in a short period of time. Unlike many articles of this kind, summarizing a book's contents, this article was written and crafted by the author himself. The Audiobook has nine tracks. 1. Introduction. 2. Get the Knowledge You Need. 3. Write an Action Plan. 4. Act. 5. Take Responsibility for Decisions. 6. Take Responsibility for Communicating. 7. Focus on Opportunities. 8. Make Meetings Productive. 9. Think and Say "We."
Peter F. Drucker Change has become a constant. Changes in the way we live and work, in our institutions, and our needs and desires. Following in the successful vein of
Managing for the Future (1992) and
Managing in a Time of Great Change (1995), the incomparable Peter F. Drucker is back with fresh thoughts, insights, and knowledge about the ever-changing business society around us and the ever-expanding management roles required for us all - chiefs, executives, managers, and knowledge workers alike.
Two main themes are explored in many of the chapters in Managing in the Next Society: the rapidly expanding information shock wave that had its Internet Big Bang as recently as 1995, and the changing shape of our society to come. Among the six major trends reshaping our lives are: The Global Baby Bust; The New U.S. Demographics; and The New Work Force - trends that are rapidly transforming our world into what Peter Drucker calls the Next Society.
Peter F. Drucker "Success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform." -Peter F. Drucker Throughout history, people had little need to manage their careers - they were born into their stations in life or, in the recent past, they relied on their companies to chart their career paths. But times have drastically changed. Today we must all learn to manage ourselves. What does that mean? As Peter Drucker tells us in this seminal article, first published in 1999, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do. It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. But, Drucker says, very few people actually know - let alone take advantage of - their fundamental strengths. He challenges each of us to ask ourselves, "What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be?" Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Today's successful careers are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves those questions and have rigorously assessed their unique characteristics.
Peter F. Drucker A handsome, commemorative edition of Peter F. Drucker’s timeless classic work on leadership and management, with a foreword by Jim Collins.
What makes an effective executive?
For decades, Peter F. Drucker was widely regarded as "the dean of this country’s business and management philosophers" (Wall Street Journal). In this concise and brilliant work, he looks to the most influential position in management—the executive.
The measure of the executive, Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can—and must—be mastered: Managing time;Choosing what to contribute to the organization;Knowing where and how to mobilize strength for best effect;Setting the right priorities;Knitting all of them together with effective decision-making Ranging across the annals of business and government, Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.
Peter F. Drucker The name Drucker is synonymous with management. His many works stand as classics in management literature. Today, more than ever, Peter Drucker is looked to and listened to by business leaders and economic scholars grappling with the challenge of change.
This major work brings together his stimulating and enlightening views on the new world order for business and on management imperatives. He brings clear-sighted analysis and practical inspiration to an interesting array of subjects: the end of the era of the blue-collar worker; the ultimate bankruptcy of economic pump priming by the federal government; the lessons that nonprofit enterprises can teach big business; the changing attitudes of middle managers as the doctrine of company loyalty gives way to the demand for rewarding achievement; and many more.
Frances Hesselbein, Peter F. Drucker & Joan Snyder Kuhl Enduring Management Wisdom for Today's Leaders from Peter F. Drucker
Peter Drucker's Five Most Important Questions provides insightful guidance and stirring inspiration for today's leaders and entrepreneurs. By applying Drucker's leadership framework in the present context of today's leaders and those who lead with them, this audiobook is an essential resource for people leading, managing, and working in all three sectors - public, private, and social. Listeners will gain new perspectives and develop a solid foundation upon which to build a successful and bright future. They will learn how to focus on why they are doing what they're doing, how to do it better, and how to develop realistic, motivational plans for achieving their goals.
This brief, clear, and accessible guide - peppered with commentary from distinguished management gurus, contemporary entrepreneurs, and dynamic millennial leaders - will challenge listeners and stimulate spirited discussion and action within any organization, inspiring positive change and new levels of excellence. In addition to contributions from Jim Collins, Marshall Goldsmith, and Judith Rodin, the book features new insights from some of today's most influential leaders in business (GE and Salesforce.com), academia (Harvard Business School and Northwestern University), social enterprise (Levo League, Pencils of Promise and Why Millennials Matter) and the military (United States Military Academy) who have been directly influenced by Drucker's theory of management.
Peter F. Drucker Father of modern management, social commentator, and preeminent business philosopher, Peter F. Drucker analyzed economics and society for more than sixty years. Now for readers everywhere who are concerned with the ways that management practices and principles affect the performance of organizations, individuals, and society, there is The Essential Drucker—an invaluable compilation of essential materials from the works of a management legend.
Containing twenty-six core 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.
Peter F. Drucker Five of his best titles shortened by him for Harvard Business Review: "The Effective Executive", "Discipline of Innovation based on Innovation and Entrepreneurship", "Theory of the Business", "What Executives Should Remember", and "What Only the CEO Can Do".
Peter F. Drucker Das unverzichtbare Handbuch für den Manager. Viele Managementbücher handeln davon, andere zu führen. Thema dieses Hörbuches ist dagegen die Frage, wie man sich selbst führen kann, um wirksamer und zielgerichteter zu arbeiten.
The Effective Executive gehört zu den wichtigsten Werken von Peter F. Drucker, dem "Vater des modernen Managements".
In gewisser Weise ist es sogar das wichtigste der mehr als 40 Bücher, die er in seinem Leben schrieb. Denn dieses Buch enthält die auch heute noch gültigen Antworten auf die Fragen:
Wie werde ich effektiv?
Was muss ich wissen und tun, um in einer Organisation Ergebnisse zu erzielen und damit erfolgreich zu sein?
Effektivitätsmängel sind die häufigste Ursache für das Scheitern von Führungskräften und auch für die so weit verbreitete Umsetzungsschwäche von Organisationen. Die Fähigkeit effektiv und effizient zu sein ist für praktisch jedermann nötig, damit er oder sie in einer Organisation überhaupt angestellt werden kann.
Um effektiv zu sein, reichen Intelligenz, Fleiß und Wissen allein nicht aus. Effektivität ist eine andere, eine eigene Qualität.
In diesem Hörbuch erfahren Sie, wie man seine eigenen Stärken in Leistung umwandelt und dadurch Erfolg hat sowie Sinn und Erfüllung findet.
Production credits: This edition was published by arrangement with the Peter F. Drucker 1996 Literacy Works Trust.