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Peter Drucker Quotes - Page 11

All Quotes Accomplishment Achievement Age Art Assumption Authority Balance Business Challenges Change Character Choices Commitment Communication Community Country Creativity Culture Decision Making Discipline Doing The Right Thing Economics Economy Education Efficiency Effort Energy Entrepreneurship Excellence Expectations Failing Fighting Focus Future Genius Giving Greatness Growth Innovation Inspiration Inspirational Knowledge Leadership Learning Life Listening Logic Making Decisions Management Marketing Military Motivation Motivational Opportunity Past Personality Planning Power Productivity Purpose Quality Reality Responsibility Retirement Revolution Risk Running School Society Strategy Strength Success Survival Teaching Team Teamwork Technology Time Time Management Today Training Transformation Understanding Values Vision Volunteer War Weakness Wealth Work Writing

There are no creeds in mathematics.

There are no creeds in mathematics.

Science, Mathematics, Creeds

The success and ultimately the survival of every business, large or small, depends in the last analysis on its ability to develop people. This ability is not measured by any of our conventional yardsticks of economic success; yet, is the final measurement.

Success, Business, People

A business is not defined by its name, statutes, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives.

Names, Organization, Purpose

The correct assumption is that what individuals have learned by age twenty-one will begin to become obsolete five to ten years later and will have to be replaced-or at least refurbished-by new learning, new skills, new knowledge.

Years, Skills, Age

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.280, Routledge

Leadership is all about getting results.

Results

Planning is actually incompatible with an entrepreneurial society and economy. Planning is the kiss of death of entrepreneurship.

Kissing, Planning, Entrepreneurship

Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.

Skills, Decision, Firsts

Peter Drucker (2012). “Management”, p.374, Routledge

Leadership is not rank, privileges, title or money. It is responsibility.

Responsibility, Titles, Privilege

The most effective way to manage change is to create it.

Inspirational, Motivational, Change

Peter Drucker (2012). “Managing in the Next Society”, p.295, Routledge

The moment people talk of "implementing" instead of "doing," and of "finalizing" instead of "finishing," the organization is already running a fever.

Running, Organization, People

Peter F. Drucker (2011). “Landmarks of Tomorrow: A Report on the New”, p.94, Transaction Publishers

Communication always makes demands. It always demands that the recipient become somebody, do something, believe something. It always appeals to motivation.

Motivation, Believe, Communication

Peter Drucker (2012). “Technology, Management and Society”, p.10, Routledge

The only definition of a leader is someone who has followers.

Leader, Followers, Definitions

Peter Drucker (2013). “Managing for the Future”, p.103, Routledge

The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'

Decision, Makers, Situation

Marketing is the distinguishing, unique function of the business.

Unique, Marketing, Function

Peter Drucker (2013). “People and Performance”, p.90, Routledge

The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If we assign this general to lead this base, what do we expect him to accomplish?"

Military, Organization, People

What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it is another matter.

Motivational, Simple, Will And Determination

The basic definition of the business and of its purpose and mission have to be translated into objectives.

Purpose, Definitions, Missions

Peter Drucker (2013). “People and Performance”, p.119, Routledge

A manager is responsible for the application and performance of knowledge.

Work, Learning, Knowledge

Peter Drucker (2012). “Post-Capitalist Society”, p.40, Routledge

Most of what you hear about entrepreneurshi p is all wrong. It's not magic; it's not mysterious; and it has nothing to do with genes. It's a discipline and, like any discipline, it can be learned.

Discipline, Magic, Mysterious

You can either take action, or you can hang back and hope for a miracle. Miracles are great, but they are so unpredictable.

Motivational, Positive, Thinking

People are effective because they say 'no,' because they say, 'this isn't for me.'

People

Work is an extension of personality. It is achievement. It is one of the ways in which a person defines himself, measures his worth, and his humanity.

Personality, Achievement, Humanity

Peter Drucker (2012). “Management”, p.175, Routledge

When a subject becomes totally obsolete we make it a required course.

Funny, Hilarious, Education

Making good decisions is a crucial skill at every level.

Motivational, Leadership, Business

Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.33, Harvard Business Review Press

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.

Wise, Effectiveness, Together

Peter Drucker (2012). “Managing in the Next Society”, p.187, Routledge

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