Peter Drucker Quotes About Management

Quotes about: Management

• Management is doing things right; leadership is doing the right things.

  Peter Drucker

  Inspirational, Change, Leadership

  "Seven Habits of Highly Effective People" by Stephen R. Covey, (p. 101), 1989.

• Management by objective works - if you know the objectives. Ninety percent of the time you don't.

  Peter Drucker

  Inspirational, Leadership, Wise

• 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.

  Peter Drucker

  Inspirational, Leadership, Mistake

• There is nothing so useless as doing efficiently that which should not be done at all.

  Peter Drucker

  Inspirational, Motivational, Change

• The productivity of work is not the responsibility of the worker but of the manager.

  Peter Drucker

  Wise, Business, Work

  Peter Drucker (2012). “Managing in Turbulent Times”, p.15, Routledge

• Most of what we call management consists of making it difficult for people to get their work done.

  Peter Drucker

  Leadership, Wise, Funny Inspirational

• The best way to predict the future is to create it.

  Peter Drucker

  Inspirational, Life, Motivational

• 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

  Senior, Business, Mistake

  Peter Drucker, Harvard Business Review (2016). “The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking”, p.9, Harvard Business Review Press

• Time is the scarcest resource and unless it is managed nothing else can be managed.

  Peter Drucker

  Life, Wise, Time

  Peter Ferdinand Drucker (2001). “The Essential Drucker: Selections from the Management Works of Peter F. Drucker”, Routledge

• Innovation requires us to systematically identify changes that have already occurred in a business - in demographics, in values, in technology or science - and then to look at them as opportunities. It also requires something that is most difficult for existing companies to do: to abandon rather than defend yesterday.

  Peter Drucker

  Technology, Opportunity, Yesterday

  Peter Drucker (2012). “Managing in the Next Society”, p.67, Routledge

• 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.

  Peter Drucker

  Learning, Knowledge, Years

  "Peter Drucker, the man who changed the world" by D James, Business Review Weekly (p. 49), September 15, 1997.

• 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.

  Peter Drucker

  Time, Unique, Yesterday

• Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.

  Peter Drucker

  Strength, Wise, Information Knowledge

  Peter Drucker, Alan Kantrow, Rick Wartzman, Julia Kirby (2016). “Get the Right Things Done: The Drucker Collection (6 Items)”, p.33, Harvard Business Review Press

• If you want to improve how you manage time - stop doing what doesn't need to be done!

  Peter Drucker

  Priorities, Needs, Done

• 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.

  Peter Drucker

  Top Management, People, Benefits

  "The Relentless Contrarian". Interview with Peter Schwartz, Kevin Kelly, www.wired.com. August 1, 1996.

• The most common source of mistakes in management decisions is the emphasis on finding the right answer rather than the right question.

  Peter Drucker

  Mistake, Decision, Answers

  Peter Drucker (2012). “The Practice of Management”, p.304, Routledge

• You can't manage knowledge.Knowledge is between two ears and only between two ears.

  Peter Drucker

  Learning, Knowledge, Two

• 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.

  Peter Drucker

  Commitment, Thinking, Issues

• A manager is responsible for the application and performance of knowledge.

  Peter Drucker

  Work, Learning, Knowledge

  Peter Drucker (2012). “Post-Capitalist Society”, p.40, Routledge

• 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.

  Peter Drucker

  Business, Keys, Challenges

• 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.

  Peter Drucker

  Leadership, Knowledge, Mean

  Peter Drucker (2013). “People and Performance”, p.78, Routledge

• There's no such thing as knowledge management;
  there are only knowledgeable people.
  Information only becomes knowledge
  in the hands of someone
  who knows what to do with it.

  Peter Drucker

  Knowledge, Hands, People

• Management is not being brilliant. Management is being conscientious.

  Peter Drucker

  Management, Brilliant

• (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

  Peter Drucker

  Business, Loss, Guiding Principles

• 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.

  Peter Drucker

  Learning, Knowledge, Unique

  Peter Drucker (2012). “Management Challenges for the 21st Century”, p.116, Routledge

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