PETER DRUCKER
Peter Ferdinand Drucker was an Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. He was also a leader in the development of management education, he invented the concept known as management by objectives and self-control, and he has been described as "the founder of modern management".
Drucker`s books and scholarly and popular articles explored how humans are organized across the business, government, and nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker," and later in his life considered knowledge-worker productivity to be the next frontier of management. Peter Drucker gave his name to three institutions: the Drucker Institute and the Peter F. Drucker and Masatoshi Ito Graduate School of Management, both at Claremont Graduate University, and the Peter F. Drucker Academy. The annual Global Peter Drucker Forum in his hometown of Vienna, honors his legacy.
Drucker`s books and scholarly and popular articles explored how humans are organized across the business, government, and nonprofit sectors of society. He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker," and later in his life considered knowledge-worker productivity to be the next frontier of management. Peter Drucker gave his name to three institutions: the Drucker Institute and the Peter F. Drucker and Masatoshi Ito Graduate School of Management, both at Claremont Graduate University, and the Peter F. Drucker Academy. The annual Global Peter Drucker Forum in his hometown of Vienna, honors his legacy.
There is nothing so useless as doing efficiently that which should not be done at all.
The productivity of work is not the responsibility of the worker but of the manager.
The only thing we know about the future is that it will be different.
The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.
Leadership is not magnetic personality--that can just as well be a glib tongue. It is not making friends and influencing people - that is flattery. Leadership
Today knowledge has power. It controls access to opportunity and advancement.
The most important thing in communication is to hear what isn`t being said.
Unless commitment is made, there are only promises and hopes; but no plans.
Efficiency is doing better what is already being done.
The best way to predict the future is to create it.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Time is the scarcest resource of the manager; If it is not managed, nothing else can be managed
There is an enormous number of managers who have retired on the job.
My greatest strength as a consultant is to be ignorant and ask a few questions.
Decision making is the specific executive task.
So much of what we call management consists in making it difficult for people to work.
Concentration is the key to economic results. No other principles of effectiveness is violated as constantly today as the basic principle of concentration.
Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.
Meetings are a symptom of bad organization. The fewer meetings the better.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
Corporations once built to last like pyramids are now more like tents.
The better a man is the more mistakes he will make for the more things he will try.
Management by objective works -- if you know the objectives. Ninety percent of the time you don`t.
The successful person places more attention on doing the right thing rather than doing things right.
Until we can manage TIME, we can manage nothing else.
What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it, that`s another matter.
Leadership is lifting a person`s vision to higher sights, the raising of a person`s performance to a higher standard, the building of a personality beyond its normal limitations.
Everything requires time. It is the only truly universal condition. All work takes place in time and uses up time. Yet most people take for granted this unique, irreplaceable, and necessary resource. Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.
Everything must degenerate into work if anything is to happen.
Management is doing things right; leadership is doing the right things.
Business has only two functions -- marketing and innovation.
Education can no longer be the sole property of the state.
Start with what is right rather than what is acceptable.
The purpose of a business is to create a customer.
The honest work of yesterday has lost its social status, its social esteem.