The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials)
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Last Modified 05/31/2022
Author: Drucker, Peter F.
- HarperCollins Publishers
Number Of Pages: 208
Release Date: 03-01-2006
Part Number: 9780060833459
Details: Product Description What makes an effective executive? The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. About the Author Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005. Excerpt. © Reprinted by permission. All rights reserved. The Effective Executive The Definitive Guide to Getting the Right Things Done By Peter F. Drucker HarperCollins Publishers, Inc. Copyright © 2006 Peter F. DruckerAll right reserved. ISBN: 0060833459 Chapter One Effectiveness Can Be Learned To be, effective is the job of the executive. "To effect" and "to execute" are, after all, near-synonyms. Whether he works in a business or in a hospital, in a government agency or in a labor union, in a university or in the army, the executive is, first of all, expected to get the right things done. And this is simply that he is expected to be effective. Yet men of high effectiveness are conspicuous by their absence in executive jobs. High intelligence is common enough among executives. Imagination is far from rare. The level of knowledge tends to be high. But there seems to be little correlation between a man's effectiveness and his intelligence, his imagination or his knowledge. Brilliant men are often strikingly ineffectual; they fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work. Conversely, in every organization there are some highly effective plodders. While others rush around in the frenzy and busyness which very bright people so often confuse with "creativity," the plodder puts one foot in front of the other and gets there like the tortoise in the old fable. Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves, they only set limits to what can be attained. Why We Need Effective Executives All this should be obvious. But why then has so little attention been paid to effectiveness, in an age in which there are mountains of books and articles on every other aspect of the executive's tasks? One reason for this neglect is that effectiveness is the specific technology of the knowledge worker within an organization. Until recently, there was no more than a handful of these around. For manual work, we need only efficiency; that is, the ability to do things right rather than the ability to get the right things done. The manual worker can always be judged in terms of the quantity and quality of a definable and discrete output, such as a pair of shoes. We have learned how to measure efficiency and how to define quality in manual work during the last hundred years-to the point where we have been able to multiply the output of the individual worker tremendously. Formerly, the manual worker-whether machine operator or front-line soldier-predominated in an organizations. Few people of effectiveness were needed: those at the top who gave the orders that others
Package Dimensions: 7.9 x 5.3 x 0.7 inches
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