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Peter Drucker Quotes - Page 15

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

Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

Care, Time Management, Making Time

Conductors do not know how the oboe does its work, but they know what the oboe should contribute.

Doe, Oboes, Should

Peter Drucker (2012). “Post-Capitalist Society”, p.97, Routledge

This society in which knowledge workers dominate is in danger of a new "class conflict" between the large minority of knowledge workers and the majority of workers who will make their livings through traditional ways, either by manual work... or by service work. The productivity of knowledge work - still abysmally low - will predictably become the economic challenge of the knowledge society. On it will depend the ability of the knowledge society to give decent incomes, and with them dignity and status, to non knowledge people.

Class, Giving, People

"Managing in a Time of Great Change". Book by Peter F. Drucker, 1995.

Growth that adds volume without improving productivity is fat. Growth that diminishes productivity is cancer.

Cancer, Growth, Add

Results is all that separates one company from another.

Results, Company

Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.

Leadership, Knowledge, Mean

Peter Drucker (2013). “People and Performance”, p.78, Routledge

What managers decide to stop doing is often more important than what they decide to do.

Important, Managers

And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.

Horse, Cities, People

Peter Drucker (2013). “People and Performance”, p.290, Routledge

We do not need more laws . No country suffers from a shortage of laws. We need a new model .

Country, Law, Suffering

Peter Drucker (2012). “Management”, p.293, Routledge

Balance Sheets are meaningless. Our accounting systems are still based on the assumption that 80% of costs are manual labor.

Balance, Cost, Assumption

Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

Strength, Wise, Information Knowledge

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

Human beings need community. If there are no communities available for constructive ends, there will be destructive, murderous communities... Only the social sector, that is, the nongovernmental, nonprofit organization, can create what we now need, communities for citizens... What the dawning 21st century needs above all is equally explosive growth of the nonprofit social sector in building communities in the newly dominant social environment, the city.

Cities, Organization, Community

"Civilizing the City". Leader to Leader, No. 7, 1998.

Once a year ask the boss, "What do I or my people do that helps you to do your job?" and "What do I or my people do that hampers you?"

Jobs, Years, People

"Managing for the Future: The 1990's and Beyond". Book by Peter F. Drucker, 1992.

"Plastic moments" are those periods that overlap when the old has gone but the new has not yet arrived and when the course of history is more open to being shaped and steered than any other time.

Gone, Moments, Periods

I find more and more executives less and less well informed about the outside world, if only because they believe that the data on the computer printouts are ipso facto information.

Believe, Data, World

The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.

Taught Us, People, Adoption

Objectives are not commands; they are commitments.

Commitment, Command, Objectives

One can either work or meet. One cannot do both at the same time.

Peter Drucker (2012). “Management”, p.315, Routledge

The better a man is, the more mistakes he will make, for the more new things he will try. I would never promote to a top-level job a man who was not making mistakes...otherwise he is sure to be mediocre.

Jobs, Mistake, Failure

There is a great need for a new approach, new methods and new tools in teaching, man's oldest and most reactionary craft. There is great need for a rapid increase in the productivity of learning. There is, above all, great need for methods that will make the teacher effective and multiply his or her efforts and competence. Teaching is, in fact, the only traditional craft in which we have not yet fashioned the tools that make an ordinary person capable of superior performance. In this respect, teaching is far behind medicine, where the tools first became available a century or more ago.

Teacher, Teaching, Men

As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.

Understanding, Firsts, Steps

Peter Drucker (2013). “People and Performance”, p.236, Routledge

Entrepreneurs believe that profit is what matters most in a new enterprise. But profit is secondary. Cash flow matters most.

Believe, What Matters, Cash Flow

Peter Drucker (2012). “Managing in the Next Society”, p.69, Routledge

The young knowledge worker whose job is too small to challenge and test his abilities either leaves or declines rapidly into premature middle age, soured, cynical, unproductive.

Jobs, Cynical, Challenges

The most probable assumption is that no currently working 'business theory' will be valid 10 years hence.

Years, Assumption, Theory

Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or a different service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced. Entrepreneurs need to search purposefully for the sources of innovation, the changes and their symptoms that indicate opportunities for successful innovation. And they need to know and to apply the principles of successful innovation.

Success, Stress, Creativity

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.36, Routledge

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