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Thanks to Doug Constant from the Training Ideas Yahoogroups list for
these resources::
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Peter F. Drucker Quotes
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A manager is responsible for the application and performance of
knowledge.
Accept the fact that we have to treat almost anybody as a volunteer...
Almost everybody today believes that nothing in economic history has
ever
moved as fast as, or had a greater impact than, the Information
Revolution. But the Industrial Revolution moved
at least as fast in the same time span, and had probably an equal impact
if not a greater one.
Borrowers of books - those mutilators of collections, spoilers of the
symmetry of shelves, and creators of odd volumes.
Business has only two basic functions-marketing and innovation.
Business, that's easily defined - it's other people's money.
Company cultures are like country cultures. Never try to change one.
Try,
instead, to work with what you've got.
Don't try to innovate for the future. Innovate for the present!
Effective leadership is not about making speeches or being liked;
leadership is defined by results not attributes.
Efficiency is doing better what is already being done.
Efficiency is doing things right; effectiveness is doing the right
things.
Everybody has accepted by now that change is unavoidable. But that still
implies that change is like death and taxes it should be postponed as
long as possible and no change would be vastly preferable. But in a
period of upheaval, such as the one we are living in, change is the
norm.
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.'
Follow effective action with quiet reflection. From the quiet reflection
will come even more effective action.
In all recorded history there has not been one economist who has had to
worry about where the next meal would come from.
Innovation is the specific instrument of entrepreneurship. The act that
endows resources with a new capacity to create wealth.
Knowledge has to be improved, challenged, and increased constantly, or
it
vanishes.
Leaders shouldn't attach moral significance to their ideas: Do that, and
you can't compromise.
Leadership is not magnetic personality — that can just as well be a
glib
tongue. It is not 'making friends and influencing people' — that is
flattery. Leadership is lifting a person's vision to high sights, the
raising of a person's performance to a higher standard, the building of
a
personality beyond its normal limitations.
Management by objective works - if you know the objectives. Ninety
percent of the time you don't.
Management is doing things right; leadership is doing the right things.
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.
Most of what we call management consists of making it difficult for
people to get their work done.
My greatest strength as a consultant is to be ignorant and ask a few
questions.
Never mind your happiness; do your duty.
No decision has been made unless carrying it out in specific steps has
become someone's work assignment and responsibility
No institution can possibly survive if it needs geniuses or supermen to
manage it. It must be organized in such a way as to be able to get along
under a leadership composed of average human beings.
Nothing is less productive than to make more efficient what should not
be
done at all.
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.
People who don't take risks generally make about two big mistakes a
year.
People who do take risks generally make about two big mistakes a year.
Plans are only good intentions unless they immediately degenerate into
hard work.
Rank does not confer privilege or give power. It imposes responsibility.
So much of what we call management consists in making it difficult for
people to work.
Society, community, family are all conserving institutions. They try to
maintain stability, and to prevent, or at least to slow down, change.
But
the organization of the post-capitalist society of organizations is a
destabilizer. Because its function is to put knowledge to work -- on
tools, processes, and products; on work; on knowledge itself -- it must
be organized for constant change
Suppliers and especially manufacturers have market power because they
have information about a product or a service that the customer does not
and cannot have, and does not need if he can trust the brand. This
explains the profitability of brands.
Teaching is the only major occupation of man for which we have not yet
developed tools that make an average person capable of competence and
performance. In teaching we rely on the "naturals," the ones
who somehow
know how to teach.
The aim of marketing is to know and understand the customer so well the
product or service fits him and sells itself.
The best way to predict the future is to create it.
The computer is a moron.
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.
The entrepreneur always searches for change, responds to it, and
exploits
it as an opportunity.
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.
The most important thing in communication is hearing what isn't said.
The most important, and indeed the truly unique, contribution of
management in the 20th century was the fifty-fold increase in the
productivity of the MANUAL WORKER in manufacturing. The most important
contribution management needs to make in the 21st century is similarly
to
increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER.
The new information technology—Internet and e-mail—have practically
eliminated the physical costs of communications.
The only thing we know about the future is that it will be different.
The productivity of work is not the responsibility of the worker but of
the manager.
The purpose of a business is to create a customer.
There are no creeds in mathematics.
There is an enormous number of managers who have retired on the job.
There is nothing so useless as doing efficiently that which should not
be
done at all.
Time is the scarcest resource and unless it is managed nothing else can
be managed.
Today knowledge has power. It controls access to opportunity and
advancement.
Trying to predict the future is like trying to drive down a country road
at night with no lights while looking out the back window.
Unless commitment is made, there are only promises and hopes... but no
plans.
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.
We now accept the fact that learning is a lifelong process of keeping
abreast of change. And the most pressing task is to teach people how to
learn.
When a subject becomes totally obsolete we make it a required course.
Whenever you see a successful business, someone once made a courageous
decision.
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