JUST8DAYS (PETER DRUCKER)

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Transcript of JUST8DAYS (PETER DRUCKER)

JUST8DAYS

Peter Drucker

the story of Peter Drucker is the story of management itself

1

it's the story of the rise of the modern corporation and the managers who organize work

1

without his analysis it's almost impossible to imagine the rise of dispersed, globe-spanning corporations

1

drucker's 39 books have been translated into more than thirty languages

21

he is the co-author of a book on Japanese painting, and made eight series of educational films on management

topics

21

he also penned a regular column in the Wall Street Journal for 20 years and contributed frequently to the Harvard Business Review, The Atlantic Monthly, and The

Economist

21

he continued to act as a consultant to businesses and non-profit organizations well into his nineties

21 3

11.11.2005Drucker died in California

11.11.2005 + 8 days = 96 years

Lets imagine

he has just 8 days to tell us smth...

what would he DO or SAY?

Lets Drucker

monday

lidership

the leaders don't think I

lidership

the leaders don't think I

they think we

lidership

the leaders don't think I

they think we

they think team

lidership

they understand their job to be to make the team function

lidership

they understand their job to be to make the team function

they accept responsibility and don't sidestep it, but we gets the credit....

lidership

they understand their job to be to make the team function

they accept responsibility and don't sidestep it, but we gets the credit....

this is what creates trust, what enables you to get the task done

management is doing things right; leadership is doing the right things

Peter Drucker

tuesdaymonday

knowledge worker

knowledge worker productivity demands that we ask the question: What is the task?

knowledge worker

knowledge worker productivity demands that we ask the question: What is the task?

knowledge workers have to manage themselves. They have to have autonomy

knowledge worker

knowledge worker productivity demands that we ask the question: What is the task?

knowledge workers have to manage themselves. They have to have autonomy

continuing innovation has to be part of the work, the task and the responsibility of knowledge workers

knowledge workerknowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker

knowledge workerproductivity of the knowledge worker is not - at least not primarily - a matter of the quantity of output. Quality is at least as important

knowledge workerknowledge worker productivity requires that the knowledge worker is both seen and treated as an asset rather than a cost

making knowledge workers productive requires changes in attitude, not only on the part of the individual knowledge worker,

but on the part of the whole organizationPeter Drucker

tuesdaywednesday

monday

total life

practicing self-development

total life

practicing self-development

identifying and developing your unique strengths

total life

practicing self-development

identifying and developing your unique strengths

creating a parallel or second career

total life

practicing self-development

identifying and developing your unique strengths

creating a parallel or second career

exercising your generosity

total life

practicing self-development

identifying and developing your unique strengths

creating a parallel or second career

exercising your generosity

teaching and learning

the purpose of the work on making the future is not to decide what should be done tomorrow,

but what should be done today to have a tomorrowPeter Drucker

tuesdaywednesdaythursday

monday

make decisiondecisions are made at every level of the organization, beginning with individual professional contributors and frontline supervisors

make decisionthese apparently low-level decisions are extremely important in a knowledge-based organization

make decision knowledge workers are supposed to know more about their areas of specialization

make decision making good decisions is a crucial skill at every level

make decisionit needs to be taught explicitly to everyone in organizations that are based on knowledge

most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions

matter. this is a dangerous mistakePeter Drucker

tuesdaywednesdaythursdayfriday

monday

start where u r

focus on achievementnot money

start where u r

focus on achievementnot money

make time for thinking

start where u r

focus on achievementnot money

make time for thinking

practice systematic abandonment

start where u r

focus on achievementnot money

make time for thinking

practice systematic abandonment

volunteer your time and talent

start where u r

focus on achievementnot money

make time for thinking

practice systematic abandonment

volunteer your time and talent

become a mentor

start where u r

focus on achievementnot money

make time for thinking

practice systematic abandonment

volunteer your time and talent

become a mentor

learn the art of leisure

start where u r

focus on achievementnot money

make time for thinking

practice systematic abandonment

volunteer your time and talent

become a mentor

learn the art of leisure

be the CEO of your own life

take a deep breath and dont expect everything to happen at oncestart where you are and move towards your total life one step at a

timePeter Drucker

weekend

..........

..........

..........

..........

weekend is time to

REST and RELAX

Monday (day 8)

what would he SAY?

what the f*ck!

what the f*ck!

yeah babe!

what the f*ck!

yeah babe!

+1

what the f*ck!

yeah babe!

+1

where is a party?

joking :)

Monday (day 8)

this day, he would listen what others say

about him

the world knows he was the greatest management thinker of the last century

Jack Welch, GE

he was the creator and inventor of modern managementTom Peters

consequently, simple statements from him have influenced untold numbers of daily actions; they did mine over decades

Andrew S. Grove

1909 - 2005

Drucker never fit into the buttoned-down stereotype of a management consultant

he always favored bright colors: a bottle-green shirt, a knit tie, a royal blue jacket with a blue-on-blue shirt, or simply a woolen flannel shirt and tan trousers

Drucker always worked from a home office filled with books and classical records on shelves that groaned under their weight

he never had a secretary and usually handled the fax machine and answered the telephone himself

he was something of a phone addict, he admitted

Peter Drucker

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