The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done

Harper Collins, 13 d’oct. 2009 - 448 pàgines

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives, The Daily Drucker provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, from time management, to innovation, to outsourcing, providing useful insights for each day of the year.

These 366 daily readings have been harvested from Drucker's lifetime of work. At the bottom of each page, the reader will find an action point that spells out exactly how to put Drucker's ideas into practice. It is as if the wisest and most action-oriented management consultant in the world is in the room, offering his timeless gems of advice. The Daily Drucker is for anyone who seeks to understand and put to use Drucker's powerful words and ideas.


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LibraryThing Review

Revisió d'Usuari  - Mohammedkb - LibraryThing

The Daily Druker is a collection of excerpts from Drucker’s books and articles spreading over a 366-day diary. The reader can read each day and possibly reflect on his/her life. The excerpts cover ... Llegeix la ressenya completa

LibraryThing Review

Revisió d'Usuari  - RajivC - LibraryThing

This is an excellent book. I read it through, as I do for several books. However, this has several gems of wisdom that simply cannot be ignored. I don't generally read management books, and I have ... Llegeix la ressenya completa


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Passatges populars

Pàgina 87 - To emphasize only profit, for instance, misdirects managers to the point where they may endanger the survival of the business. To obtain profit today they tend to undermine the future. They may push the most easily saleable product lines and slight those that are the market of tomorrow. They tend to short-change research, promotion and the other postponable investments. Above all, they shy away from any capital expenditure that may increase the investedcapital base against which profits are measured;...
Pàgina 298 - instrument board," complete with computers, operations research, and simulation, is secondary to the invisible, qualitative control of any human organization, its systems of rewards and punishments, of values and taboos.29 In social marketing, the task of program evaluation is not the same as the control task. Control assumes that "observed performance is causally linked to the program...
Pàgina 111 - Leadership is the lifting of a man's vision to higher sights, the raising of a man's performance to a higher standard, the building of a man's personality beyond its normal limitations. Nothing better prepares the ground for such leadership than a spirit of management that confirms in the day-to-day practices of the organization strict principles of conduct and responsibility, high standards of performance, and respect for the individual and his work.
Pàgina 25 - economic animal" is the true symbol of the societies of bourgeois capitalism and of Marxist socialism, which see in the free exercise of man's economic activity the means toward the realization of their aims. Economic satisfactions alone appear socially important and relevant. Economic positions, economic privileges, and economic rights are those for which man works. For these he wages war, and for these he is prepared to die. All others seem mere hypocrisy, snobbism, or romantic nonsense.
Pàgina 192 - Unemployment we long ago learned* creates severe psychological disturbances, not because of economic deprivation, but primarily because it undermines self-respect. Work is an extension of personality. It is achievement. It is one of the ways in which a person defines himself or herself, measures his worth, and his humanity. "Loafing" is easy, but "leisure
Pàgina 36 - No society can function as a society unless it gives the individual member social status and function, and unless the decisive social power is legitimate power. The former establishes the basic frame of social life: the purpose and meaning of society. The latter shapes the space within the frame: it makes society concrete and creates its institutions. If the individual is not given social status and function, there can be no society but only a mass of social atoms flying through space without aim...
Pàgina 100 - ... business enterprise: it is interdependence. The whole of a system is not necessarily improved if one particular function or part is improved or made more efficient. In fact, the system may well be damaged thereby, or even destroyed. In some cases the best way to strengthen the system may be to weaken a part— to make it less precise or less efficient. For what matters in any system is the performance of the whole; this is the result of growth and of dynamic balance, adjustment, and integration...
Pàgina 346 - Long,range planning should prevent managers from uncritically extending present trends into the future, from assuming that today's products, services, markets, and technologies will be the products, services, markets, and technologies of tomorrow, and, above all, from dedicating their resources and energies to the defense of yesterday. Everything that is "planned" becomes immediate work and commitment.

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Sobre l'autor (2009)

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

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