Peter Drucker
Peter Drucker
Peter Ferdinand Druckerwas 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"...
ProfessionNon-Fiction Author
Date of Birth19 November 1909
Peter Drucker quotes about
- yesterday
- tomorrow
- inspirational
- change
- leadership
- management
- evolve
- intuitive
- managers
- perception
- fragility
- dangerous
- institutions
- effectiveness
- focus
- secret
- deep-understanding
- excellence
- weakness
- risk
- definitions
- agents
- change-agent
- measurement
- measure-for-measure
- cant-change
- top-management
- innovation
- challenges
- people
issues groups moral
Increasingly, politics is not about "who gets what, when, how" but about values, each of them considered to be absolute. Politics is about "the right to life." It is about the environment. It is about gaining equality for groups alleged to be oppressed. None of these issues is economic. All are fundamentally moral.
communication caring community
For the social ecologist language is not "communication." It is not just "message." It is substance. It is the cement that holds humanity together. It creates community and communication. Social ecologists need not be "great" writers; but they have to be respectful writers, caring writers.
stupid boss risk
Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he will bitterly resent it or impute to you the deficiency in brains and knowledge you imputed to him.
organization people social
The organization is, above all, social. It is people.
weakness performances
You cannot build performance on weaknesses. You can build only on strengths.
numbers risk needs
To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.
top-management years europe
Top management as a function and as a structure was first developed by Georg Siemens (1839-1901) in Germany between 1870 and 1880, when he designed and built the Deutsche Bank and made it, within a very few years, into continental Europe's leading and most dynamic financial institution.
leadership responsibility leader
The leader sees leadership as responsibility rather than as rank and privilege.
technology data organization
Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
keys management economic
Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
entrepreneur decision done
One has to make a decision when a condition is likely to degenerate if nothing is done.
strength thinking people
Most people think they know what they are good at. They are usually wrong... And yet, a person can perform only from strength.
order office titles
To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.
effectiveness way determined
The worker's effectiveness is determined largely by the way he is being managed.