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Peter Drucker Quotes - Page 14

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

Success always obsoletes the very behavior that achieved it.

Success always obsoletes the very behavior that achieved it.

Behavior

"Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

An institution which is financed by a budget - or which enjoys a monopoly which the customer cannot escape - is rewarded for what it deserves rather than what it earns. It is paid for 'good intentions' and 'programs'. It is paid for not alienating important constituents rather than satisfying any one group. It is misdirected by the way it is being paid into defining performance and results as what will produce the budget rather than as what will produce contribution.

Important, Way, Defining

What is the manager's job? It is to direct the resources and the efforts of the business toward opportunities for economically significant results. This sounds trite - and it is. But every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.

Jobs, Successful, Opportunity

Peter F. Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.33, Harvard Business Review Press

Culture eats Christianity for breakfast.

Culture, Breakfast, Christianity

There is no reason to believe that the people who staff the managerial and professional positions in our service institutions are any less qualified, any less competent or honest, or any less hard-working than the men who manage businesses. Conversely, there is no reason to believe that business managers, put in control of service institutions, would do better than the 'bureaucrats'. Indeed, we know that they immediately become bureaucrats themselves.

Believe, Hard Work, Men

Most innovators are successful to the extent to which they define risks and confine them.

Successful, Risk, Innovators

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.171, Routledge

One does not start with facts. One starts with opinions.

Doe, Facts, Opinion

The corporation is the "master", the employee is the "servant". Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.

Business, Work, Mean

Peter F. Drucker (2014). “The Peter Drucker Collection on Managing in Turbulent Times: Management: Revised Edition, Management Challenges for the 21st Century, Managing in Turbulent Times, and The Practice of Management”, p.65, Harper Collins

[T]hroughout the ages to be educated meant to be unproductive.... our word "school" - and its equivalent in all European languages - derives from a Greek word meaning "leisure.

School, Greek, Age

Peter F. Drucker (2011). “Landmarks of Tomorrow: A Report on the New”, p.115, Transaction Publishers

We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to do with information.

Information, Economy, Born

Rank does not confer privilege or give power. It imposes responsibility.

Leadership, Wise, Responsibility

Knowledge is information that changes something or somebody - either by becoming grounds for actions, or by making an individual (or an institution) capable of different or more effective action.

Different, Information, Becoming

The days of the 'intuitive' manager are numbered.

Intuitive, Managers

Peter Drucker (2012). “Management”, p.24, Routledge

Keep your eye on the task, not on yourself. The task matters, and you are a servant

Eye, Tasks, Matter

Peter Drucker (2012). “Managing the Non-Profit Organization”, p.20, Routledge

Adversarial power relationships only work if you never have to see or work with the bastards again.

Power Relationships, Ifs

Every first-rate editor I have ever heard of reads, edits and rewrites every word that goes into his publication.... Good editors are not 'permissive'; they do not let their colleagues do 'their thing'; they make sure that everybody does the 'paper's thing.' A good, let alone a great editor is an obsessive autocrat with a whim of iron, who rewrites and rewrites, cuts and slashes, until every piece is exactly the way he thinks it should have been done.

Writing, Cutting, Thinking

The fault is in the system and not in the men.

Men, Faults, He Man

"Management: Tasks, Responsibilities". Book by Peter F. Drucker, 1973.

No society can function as a society, unless it gives the individual member social status and function, and unless the decisive social power is legitimate.

Giving, Individual, Social

Peter F. Drucker (2011). “The Future of Industrial Man”, p.28, Transaction Publishers

All great change in business has come from outside the firm, not from inside.

Change, Firm, Great Change

Working with people is difficult, but not impossible.

People, Impossible, Difficult

Top management as a function and as a structure was first developed by Georg von 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.

Years, Europe, Top Management

"Management: Tasks, Responsibilities, Practices". Book by Peter F. Drucker, 1973.

Sören Kierkegaard has another answer: human existence is possible as existence not in despair, as existence not in tragedy; it is possible as existence in faith... Faith is the belief that in God the impossible is possible, that in Him time and eternity are one, that both life and death are meaningful.

Meaningful, Life And Death, Tragedy

"The Ecological Vision: Reflections on the American Condition". Book by Peter F. Drucker, 1993.

All good strategy eventually degenerates into work.

Degenerates, Strategy

Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer.

Wrong Answers, Looks, Blank

Making changes to better appeal to customer is INNOVATION.

Innovation, Making Changes, Appeals

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