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
american-businessman efficiency
Efficiency is doing things right; effectiveness is doing the right things.
concern dragged himself morale peasants pyramids stone unskilled
The overseer of the unskilled peasants who dragged stone for the pyramids did not concern himself with morale or motivation,
people resources grows
People alone of all the resources can grow and develop.
character tree should
Trees die from the top”. No one should ever become a strategist unless he or she is willing to have his or her character serve as a model for subordinates
people tree fruit
The fruit of your work grows on other people's trees
opportunity yesterday problem
It is more productive to convert an opportunity into results than to solve a problem - which only restores the equilibrium of yesterday.
people trying weakness
We can't make people better by trying to eliminate their weaknesses, but we can help then perform better by building on their strengths.
people tasks joints
The task of management is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.
character tasks genius
There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character.
opportunity problem solve
Don't solve problems. Pursue opportunities.
jobs order class
It does not follow from the separation of planning and doing in the analysis of work that the planner and the doer should be two different people. It does not follow that the industrial world should be divided into two classes of people: a few who decide what is to be done, design the job, set the pace, rhythm and motions, and order others about; and the many who do what and as they are told.
strong tasks weakness
The task of leadership is to create an alignment of strengths so strong that it makes the system's weaknesses irrelevant.
men decision challenges
"The area in which the executive first encounters the challenge of strength is in staffing. The effective executive fills positions and promotes on the basis of what a man can do. He does not make staffing decisions to minimize weaknesses but to maximize strength."
jobs responsibility top-management
Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.