If you want to improve how you manage time - stop doing what doesn't need to be done! — Peter Drucker Copy Share Image
The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed… — Peter Drucker Copy Share Image
The task of management is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. — Peter Drucker Copy Share Image
The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it. — Peter Drucker Copy Share Image
Management and union may be likened to that serpent of the fables who on one body had two heads that fighting each… — Peter Drucker Copy Share Image
I have been saying for many years that we are using the word 'guru' only because 'charlatan' is too long to fit… — Peter Drucker Copy Share Image
There's no such thing as knowledge management; there are only knowledgeable people. Information only becomes knowledge in the hands of someone who… — Peter Drucker Copy Share Image
There is one qualification the manager cannot acquire but must bring to the task. It is not genius; it is character. — Peter Drucker Copy Share Image
Management by objective works - if you know the objectives. Ninety percent of the time you don't. — Peter Drucker Copy Share Image
When the business grows, the person who founded it is incredibly busy. Rapid growth puts an enormous strain on a business. You… — Peter Drucker Copy Share Image
Teamwork is neither "good" nor "desirable." It is a fact. Wherever people work together or play together they do so as a… — Peter Drucker Copy Share Image
Innovative efforts should never report to line managers charged with responsibility for ongoing operations. The new project is an infant and will… — Peter Drucker Copy Share Image
To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have… — Peter Drucker Copy Share Image
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of… — Peter Drucker Copy Share Image
Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to… — Peter Drucker Copy Share Image
The great challenge to management today is to make productive the tremendous new resource, the knowledge worker. This, rather than the productivity… — Peter Drucker Copy Share Image
Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or… — Peter Drucker Copy Share Image
People in any organization are always attached to the obsolete - the things that should have worked but did not, the things… — Peter Drucker Copy Share Image
A primary task of management in the developed countries in the decades ahead will be to make knowledge productive. — Peter Drucker Copy Share Image
The job of a professional manager is not to like people. It is not to change people. It is to put their… — Peter Drucker Copy Share Image
The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question. — Peter Drucker Copy Share Image
As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong. — Peter Drucker Copy Share Image
(Waste = Loss): The first rule of business is to survive and the guiding principle of business economics is not the maximisation… — Peter Drucker Copy Share Image
Business exists to supply goods and services to customers and economic surplus to society, rather than to supply jobs to workers and… — Peter Drucker Copy Share Image
Managing innovation will increasingly become a challenge to management, and especially to top management, and a touchstone of its competence. — Peter Drucker Copy Share Image
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two… — Peter Drucker Copy Share Image
In all recorded history there has not been one economist who has had to worry about where the next meal would come… — Peter Drucker Copy Share Image
A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much… — Peter Drucker Copy Share Image
The computer actually may have aggravated management's degenerative tendency to focus inward on costs. — Peter Drucker Copy Share Image
The most important contribution management needs to make in the 21st century is ... to increase the productivity of knowledge work and… — Peter Drucker Copy Share Image
Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge… — Peter Drucker Copy Share Image
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures -… — Peter Drucker Copy Share Image
Information is the manager's main tool, indeed the manager's capital, and it is he who must decide what information he needs and… — Peter Drucker Copy Share Image
If a manager spends more than 10 percent of his time on "human relations" the group is probably too large. — Peter Drucker Copy Share Image
Top management as a function and as a structure was first developed by Georg von Siemens (1839-1901) in Germany between 1870 and… — Peter Drucker Copy Share Image
In the modern corporation the decisive power, that of the managers , is derived from no one but the managers themselves controlled… — Peter Drucker Copy Share Image
The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity… — Peter Drucker Copy Share Image
The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or… — Peter Drucker Copy Share Image
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… — Peter Drucker Copy Share Image
One reason for the tremendous increase in health-care costs in the U.S. is managerial neglect of the "hotel services" by the people who dominate… — Peter Drucker Copy Share
No executive has ever suffered because his subordinates were strong and effective. — Peter Drucker Copy Share
“There is nothing so useless as doing efficiently that which should not be done at all. Peter Drucker” — Peter Drucker Copy Share
Management means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for… — Peter Drucker Copy Share
The critical question is not "How can I achieve?" but "What can I contribute?" — Peter Drucker Copy Share
We can say with certainty - or 90% probability - that the new industries that are about to be born will have nothing to… — Peter Drucker Copy Share
When it rains manna from heaven, some people put up an umbrella. Others reach for a big spoon. — Peter Drucker Copy Share
The enterprise can fulfill its human and social functions only if it prospers as a business. — Peter Drucker Copy Share
The computer actually may have aggravated management's degenerative tendency to focus inward on costs. — Peter Drucker Copy Share
Nobody can predict the future; the idea is to have a firm grasp of the present. — Peter Drucker Copy Share
An executive should be a realist; and no one is less realistic than the cynic. — Peter Drucker Copy Share
