The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Peter DruckerRead
I would hope that American managers-indeed, managers worldwide-continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals." Management affects people and their lives.
Interpretation
Management should prioritize people over power and deals.
This quote emphasizes that effective management goes beyond authority and transactional dealings, focusing instead on the profound impact managers have on the lives and well-being of their team members. Peter Drucker advocates for a people-centric approach to management, reminding us that true leadership involves nurturing relationships and fostering a supportive work environment, rather than merely exerting control or negotiating deals.
In practice
A leadership seminar discussing the importance of empathy in management.
The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
Management by results is confusing special causes with common causes.
It's hard to visualize someone as a leader, if she is always waiting to be told what to do.
Faith in people is an essential quality of an influencer when working with others, yet it is a scarce commodity today.
As I have always said, those closest to the pain should be closest to the power.
A general is just as good or just as bad as the troops under his command make him.
I don't believe in team motivation. I believe in getting a team prepared so it knows it will have the necessary confidence when it steps on a field and be prepared to play a good game.
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