The Effective Executive, Volume 10What makes an effective executive? The measure of the executive, Peter F. 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 learned: 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 widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. |
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Page 123
... problems each month with the couplings in the pipes that carry steam or hot liquids . But only when the total workload of the group over several months is analyzed does the generic problem appear . Then one sees that temperatures or ...
... problems each month with the couplings in the pipes that carry steam or hot liquids . But only when the total workload of the group over several months is analyzed does the generic problem appear . Then one sees that temperatures or ...
Page 128
... problem is generic . He always assumes that the event that clamors for his at- tention is in reality a symptom . He looks for the true problem . He is not content with doctoring the symptom alone . And if the event is truly unique , the ...
... problem is generic . He always assumes that the event that clamors for his at- tention is in reality a symptom . He looks for the true problem . He is not content with doctoring the symptom alone . And if the event is truly unique , the ...
Page 130
... problem demanded strength and responsibility in the chief operating positions . This was needed as much as unity and control at the center . The boundary conditions demanded a solution to a problem of structure , rather than an ...
... problem demanded strength and responsibility in the chief operating positions . This was needed as much as unity and control at the center . The boundary conditions demanded a solution to a problem of structure , rather than an ...
Contents
Effectiveness Can Be Learned | 1 |
Know Thy Time | 25 |
What Can I Contribute? | 52 |
Copyright | |
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ability achievement action administrator appraisal asked become Bell Labs Bell System better boss boundary conditions chief executive Chris Argyris common course Cuban missile crisis demands economic effective decision effective decision-maker Effective executives know executive effectiveness executive's expected fact focus on contribution formance Franklin D Frederick Herzberg goals government agency hospital human important industry instance investment knowl knowledge organization knowledge worker learned look major manual worker matter measure meetings ment ness never one's operating organiza organization patient performance President priorities problem question reality reason relevant responsibility Roosevelt rule Schlieffen Plan self-development senior executive situation Sloan specific staff strength productive subordinates superior sure task telephone thalidomide things time-wasters tion tive top management U.S. Steel unless usually Vail Vail's weaknesses World War II wrong
References to this book
Administración James Arthur Finch Stoner,R. Edward Freeman,Daniel R. Gilbert No preview available - 1996 |