Peter Drucker Quotes About Management
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There is nothing so useless as doing efficiently that which should not be done at all.
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The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and the knowledge worker
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Most of what we call management consists of making it difficult for people to get their work done.
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One cannot buy, rent or hire more time. The supply of time is totally inelastic. No matter how high the demand, the supply will not go up. There is no price for it. Time is totally perishable and cannot be stored. Yesterday's time is gone forever, and will never come back. Time is always in short supply. There is no substitute for time. Everything requires time. All work takes place in, and uses up time. Yet most people take for granted this unique, irreplaceable and necessary resource.
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Teaching 23-year-olds in an MBA programme strikes me as largely a waste of time. They lack the background of experience. You can teach them skills - accounting and what have you - but you can't teach them management.
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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.
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If you want to improve how you manage time - stop doing what doesn't need to be done!
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Although he reputedly hated the label of 'guru', Peter Drucker was, by any standards, the greatest management guru the world has yet seen. In 1996, the McKinsey Quarterly journal described him as the 'the one guru to whom other gurus kowtow' and Robert Heller described him as 'the greatest man in the history of management', praise indeed for a man who described himself as 'just an old journalist'.
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A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.
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(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation of profit, it is the avoidance of loss
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You can't manage knowledge.Knowledge is between two ears and only between two ears.
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What's measured improves
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Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information.
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Strategic management is not a box of tricks or a bundle of techniques. It is analytical thinking and commitment of resources to action. But quantification alone is not planning. Some of the most important issues in strategic management cannot be quantified at all.
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[Management] has authority only as long as it performs.
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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.
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Organizationally what is required - and evolving - is systems management.
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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.
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Knowledge has become the key economic resource and the dominant-and perhaps even the only-source of competitive advantage.
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Management is doing things right; leadership is doing the right things.
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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.
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Without institution there is no management. But without management there is no institution.
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To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.
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The great challenge to management today is to make productive the tremendous new resource, the knowledge worker. This, rather than the productivity of the manual worker, is the key to economic growth and economic performance in today's society.
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Management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.
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I have been saying for many years that we are using the word 'guru' only because 'charlatan' is too long to fit into a headline.
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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.
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What's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.
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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.
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Management and union may be likened to that serpent of the fables who on one body had two heads that fighting each other with poisoned fangs, killed themselves.
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