7. he is the co-author of a book on Japanese painting, and
made eight series of educational films on management
topics
8. he also penned a regular column in the Wall Street
Journal for 20 years and contributed frequently to the
Harvard Business Review, The Atlantic Monthly, and The
Economist
9. he continued to act as a consultant to businesses and
non-profit organizations well into his nineties
21. they understand their job to be to make the
team function
lidership they accept responsibility and don't
sidestep it, but ‘’we’’ gets the credit....
22. they understand their job to be to make the
team function
lidership they accept responsibility and don't
sidestep it, but ‘’we’’ gets the credit....
this is what creates trust, what enables
you to get the task done
23. management is doing things right;
leadership is doing the right things
Peter Drucker
26. knowledge worker productivity demands
that we ask the question: ‘’What is the
task?’’
knowledge worker knowledge workers have to manage
themselves. They have to have autonomy
27. knowledge worker productivity demands
that we ask the question: ‘’What is the
task?’’
knowledge worker knowledge workers have to manage
themselves. They have to have autonomy
continuing innovation has to be part of the
work, the task and the responsibility of
knowledge workers
28. knowledge work requires continuous
knowledge worker learning on the part of the knowledge
worker, but equally continuous teaching on
the part of the knowledge worker
29. productivity of the knowledge worker is not
knowledge worker - at least not primarily - a matter of the
quantity of output. Quality is at least as
important
30. knowledge worker productivity requires
knowledge worker that the knowledge worker is both seen and
treated as an ‘’asset’’ rather than a ’’cost’’
31. making knowledge workers productive requires changes in attitude,
not only on the part of the individual knowledge worker,
but on the part of the whole organization
Peter Drucker
35. practicing self-development
identifying and developing your unique
strengths
total life creating a parallel or second career
36. practicing self-development
identifying and developing your unique
strengths
total life creating a parallel or second career
exercising your generosity
37. practicing self-development
identifying and developing your unique
strengths
total life creating a parallel or second career
exercising your generosity
teaching and learning
38. the purpose of the work on making the future
is not to decide what should be done tomorrow,
but what should be done today to have a tomorrow
Peter Drucker
40. decisions are made at every level of the
organization, beginning with individual
make decision professional contributors and frontline
supervisors
41. these apparently low-level decisions are
make decision extremely important in a knowledge-based
organization
42. knowledge workers are supposed to know
make decision more about their areas of specialization
43. make decision making good decisions is a crucial skill at
every level
44. it needs to be taught explicitly to everyone
make decision in organizations that are based on
knowledge
45. most discussions of decision making assume that only senior
executives make decisions or that only senior executives' decisions
matter. this is a dangerous mistake
Peter Drucker
49. focus on achievement—not money
make time for thinking
practice “systematic abandonment”
start where u r
50. focus on achievement—not money
make time for thinking
practice “systematic abandonment”
start where u r volunteer your time and talent
51. focus on achievement—not money
make time for thinking
practice “systematic abandonment”
start where u r volunteer your time and talent
become a mentor
52. focus on achievement—not money
make time for thinking
practice “systematic abandonment”
start where u r volunteer your time and talent
become a mentor
learn the art of leisure
53. focus on achievement—not money
make time for thinking
practice “systematic abandonment”
start where u r volunteer your time and talent
become a mentor
learn the art of leisure
be the CEO of your own life
54. take a deep breath and don’t expect everything to happen at once
start where you are and move towards your total life one step at a
time
Peter Drucker
72. Drucker never fit into the buttoned-down stereotype of a management
consultant
73. he always favored bright colors: a bottle-green shirt, a knit tie, a
royal blue jacket with a blue-on-blue shirt, or simply a woolen
flannel shirt and tan trousers
74. Drucker always worked from a home office filled with books and
classical records on shelves that groaned under their weight
75. he never had a secretary and usually handled the fax machine and
answered the telephone himself
