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Peter Drucker Quotes - Page 20

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

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

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.

Stupid, Boss, Risk

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

The concept of profit maximization is, in fact, meaningless.

Facts, Profit, Concepts

Peter Drucker (2013). “People and Performance”, p.88, Routledge

Some of the best business and nonprofit CEOs I've worked with over a sixty-five-year consulting career were not stereotypical leaders. They were all over the map in terms of their personalities, attitudes, values, strengths, and weaknesses.

Strength, Attitude, Years

The computer is a moron.

Work, Technology, Intellectual

Profitability is the sovereign criterion of the enterprise.

Business, Sovereign, Criteria

I'm better about things than about people. I'm more interested in people, but I'm better at ideas.

Ideas, People

The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.

Business, Communication, Technology

Peter Drucker (2012). “Managing in the Next Society”, p.275, Routledge

Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'

Expectations, Clerks, Needs

Peter Drucker (2012). “Managing in Turbulent Times”, p.25, Routledge

The honest work of yesterday has lost its social status, its social esteem.

Work, Yesterday, Society

Unless strategy evaluation is performed seriously and systematically, and unless strategists are willing to act on the results, energy will be used up defending yesterday.

Yesterday, Energy, Evaluation

The real development I've seen of people in organizations, especially in big ones, comes from their being volunteers in a nonprofit organization - where you have responsibility, you see results, and you quickly learn what your values are. There is no better way to understand your strengths and discover where you belong than to volunteer in a nonprofit. That is probably the great opportunity for the social sector - and especially in its relationship to business.

Business, Real, Responsibility

Everything must degenerate into work if anything is to happen.

Degenerates, Action, Happens

The paradox of the prophet: his very success is his failure. The prophet whose time has come no longer shocks; he entertains.

Vision, Paradox, Prophet

Peter F. Drucker (1999). “Adventures of a Bystander”, p.255, Transaction Publishers

One reason for the tremendous increase in health-care costs in the U.S. is managerial neglect of the "hotel services" by the people who dominate the hospital, such as doctors and nurses.

Doctors, Nurse, People

Peter Drucker (2013). “People and Performance”, p.185, Routledge

The computer actually may have aggravated management's degenerative tendency to focus inward on costs.

Focus, Inward, Cost

That knowledge has become the resource, rather than a resource, is what makes our society "post-capitalist.

Our Society, Resources, Capitalist

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

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.

Jobs, Order, Class

Peter Drucker (2013). “People and Performance”, p.231, Routledge

"Value added" is a meaningless concept for a retail business , for a bank, for a life insurance company, and for any other business which is not primarily engaged in manufacturing.

Retail, Insurance Companies, Company

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

In the next economic downturn there will be an outbreak of bitterness and contempt for the supercorporate chieftains who pay themselves millions. In every major economic downturn in US history the villains have been the heroes during the preceding boom.

Hero, Pay, Next

With Christianity, freedom and equality became the two basic concepts of Europe; they are themselves Europe.

Europe, Two, Christianity

Peter Drucker (2017). “The End of Economic Man: The Origins of Totalitarianism”, p.40, Routledge

Capital formation is shifting from the entrepreneur who invests in the future to the pension trustee who invests in the past.

Business, Past, Entrepreneur

The enterprise can fulfill its human and social functions only if it prospers as a business.

Social, Function, Enterprise

Peter F. Drucker (2011). “A Functioning Society: Community, Society, and Polity in the Twentieth Century”, p.228, Transaction Publishers

We can ill afford to have activities conducted as "non-profit," that is, as activities that devour capital rather than form it, if they can be organized as activities that form capital, as activities that make a profit.

Form, Profit, Ill

Peter Drucker (2014). “Innovation and Entrepreneurship”, p.227, Routledge

That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer-even though it is used only when a strike threatens the national health, welfare, or safety-is a grave blemish and explains much of union resistance to the Act.

Government, Hands, Safety

Peter F. Drucker (2011). “The New Society: The Anatomy of Industrial Order”, p.333, Transaction Publishers

One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money; we also feel we need to work.

Work, Greatness, Giving Money

"New Priorities" by Peter Drucker, www.context.org. Summer 1992.

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