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'Long recognised in business circles as a voice to listen to'
Harvard Business Review
'...it would be difficult to overestimate his contribution to management thinking'
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Harvard Business Review
'...it would be difficult to overestimate his contribution to management thinking'
Financial Times
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'...it would be difficult to overestimate his contribution to
management thinking'
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1 of 1 people found the following review helpful
Format:Paperback
Note: The title of this review is a portion of one of Peter Drucker's most important insights: "The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question."
* * *
I first read this book when it was originally published in 1967 and have since re-read it several times because, in my opinion, it provides some of Peter Drucker's most important insights on how to "get the right work done and done the right way." By nature an "executive" is one who "executes," producing a desired result (an "effect") that has both impact and value. As Drucker once observed in an article that appeared in Harvard Business Review at least 40 years ago, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Therefore, the effective executive must develop sound judgment. Difficult - sometimes immensely difficult - decisions must be made. Here are eight practices that Drucker recommended 45 years ago:
o Ask, "what needs to be done?"
o Ask, "What is right for the enterprise?"
o Develop an action plan
o Take responsibility for decisions.
o Take responsibility for communications.
o Focus on opportunities rather than on problems.
o Conduct productive meetings.
o Think in terms of first-person PLURAL pronouns ("We" rather than "I").
The first two practices give executives the knowledge they need; the next four help them convert this knowledge into effective action; the last two ensure that the entire organization feels responsible and accountable, and will thus be more willing to become engaged. "I'm going to throw in one final, bonus practice. This one's so important that I'll elevate it to the level of a rule: [begin italics] Listen first, speak last." [end italics]
This volume consists of eight separate but interdependent essays that begin with "Effectiveness Can Be Learned" and conclude with "Effective Decisions." Actually, there is a "Conclusion" in which Drucker asserts that "Effectiveness Must Be Learned." I agree. The essays are arranged in a sequence that parallels a learning process that prepares an executive to "assume responsibility, rather than to act the subordinate, satisfied only if he `pleases the boss.' In focusing himself and his vision on contribution the executive, in other words, has to think through purposes and ends rather than means alone."
I highly recommend this to all executives who need an easy-to-read collection of reminders of several basic but essential insights from one of the most important business thinkers, Peter Drucker. I also presume to suggest that they, in turn, urge each of their direct reports to obtain a copy and read it. The last time I checked, Amazon sells a paperbound edition for only $11.55. Its potential value is incalculable.
* * *
I first read this book when it was originally published in 1967 and have since re-read it several times because, in my opinion, it provides some of Peter Drucker's most important insights on how to "get the right work done and done the right way." By nature an "executive" is one who "executes," producing a desired result (an "effect") that has both impact and value. As Drucker once observed in an article that appeared in Harvard Business Review at least 40 years ago, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Therefore, the effective executive must develop sound judgment. Difficult - sometimes immensely difficult - decisions must be made. Here are eight practices that Drucker recommended 45 years ago:
o Ask, "what needs to be done?"
o Ask, "What is right for the enterprise?"
o Develop an action plan
o Take responsibility for decisions.
o Take responsibility for communications.
o Focus on opportunities rather than on problems.
o Conduct productive meetings.
o Think in terms of first-person PLURAL pronouns ("We" rather than "I").
The first two practices give executives the knowledge they need; the next four help them convert this knowledge into effective action; the last two ensure that the entire organization feels responsible and accountable, and will thus be more willing to become engaged. "I'm going to throw in one final, bonus practice. This one's so important that I'll elevate it to the level of a rule: [begin italics] Listen first, speak last." [end italics]
This volume consists of eight separate but interdependent essays that begin with "Effectiveness Can Be Learned" and conclude with "Effective Decisions." Actually, there is a "Conclusion" in which Drucker asserts that "Effectiveness Must Be Learned." I agree. The essays are arranged in a sequence that parallels a learning process that prepares an executive to "assume responsibility, rather than to act the subordinate, satisfied only if he `pleases the boss.' In focusing himself and his vision on contribution the executive, in other words, has to think through purposes and ends rather than means alone."
I highly recommend this to all executives who need an easy-to-read collection of reminders of several basic but essential insights from one of the most important business thinkers, Peter Drucker. I also presume to suggest that they, in turn, urge each of their direct reports to obtain a copy and read it. The last time I checked, Amazon sells a paperbound edition for only $11.55. Its potential value is incalculable.
1 of 1 people found the following review helpful
Format:Paperback
I have read many management books. The Effective Executive tops most of them for its stark simplicity in stating key predicaments of effective management. Most remarkable is that the book was written over 20 years ago while its lessons remain fundamentally valid today, a testament to Drucker's ability to identify key principles and presenting them in a simple, compelling way.
I plan to read the book again in a few months, after I had the opportunity to test some of Drucker's principles in my management practice. I am sure I will then be able to extract different perspectives from the text.
I plan to read the book again in a few months, after I had the opportunity to test some of Drucker's principles in my management practice. I am sure I will then be able to extract different perspectives from the text.
Format:Paperback
Originally I was put off by the word "Executive' because I'm not. By Executive Drucker is referring to knowledge workers: those paid for their mental output rather than their physical output. I've been a long time listener to the manager-tools.com pod casts and the presenters often refer to Drucker so it was enjoyable to see why they love it so much.
Most Recent Customer Reviews
A classic and interesting book
This was a pleasant book to read. Drucker writes well and offers plenty of food for thought. The essence:
1. Effective executives know where their time goes.
2. Read more
1. Effective executives know where their time goes.
2. Read more
Published 5 months ago by Melvin
Principles of the effective knowledge worker
Some books, while brief, offer deep insights. This is such a book. Written in 1967, the examples the author draws on feel old and, on my first reading, I did not find the author's... Read more
Published on 7 Nov 2009 by Olivier Andre
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