JUST8DAYS (PETER DRUCKER)

78
JUST8DAYS
  • date post

    21-Oct-2014
  • Category

    Business

  • view

    1.249
  • download

    4

description

 

Transcript of JUST8DAYS (PETER DRUCKER)

Page 1: JUST8DAYS (PETER DRUCKER)

JUST8DAYS

Page 2: JUST8DAYS (PETER DRUCKER)

Peter Drucker

Page 3: JUST8DAYS (PETER DRUCKER)

the story of Peter Drucker is the story of management itself

1

Page 4: JUST8DAYS (PETER DRUCKER)

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

1

Page 5: JUST8DAYS (PETER DRUCKER)

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

1

Page 6: JUST8DAYS (PETER DRUCKER)

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

21

Page 11: JUST8DAYS (PETER DRUCKER)

11.11.2005 + 8 days = 96 years

Page 12: JUST8DAYS (PETER DRUCKER)

Let’s imagine

Page 13: JUST8DAYS (PETER DRUCKER)

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

Page 14: JUST8DAYS (PETER DRUCKER)

what would he DO or SAY?

Page 15: JUST8DAYS (PETER DRUCKER)

Let’s Drucker

Page 16: JUST8DAYS (PETER DRUCKER)

monday

Page 17: JUST8DAYS (PETER DRUCKER)

lidership

the leaders don't think ‘’I’’

Page 18: JUST8DAYS (PETER DRUCKER)

lidership

the leaders don't think ‘’I’’

they think ‘‘we’’

Page 19: JUST8DAYS (PETER DRUCKER)

lidership

the leaders don't think ‘’I’’

they think ‘’we’’

they think ‘’team’’

Page 20: JUST8DAYS (PETER DRUCKER)

lidership

they understand their job to be to make the team function

Page 21: JUST8DAYS (PETER DRUCKER)

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....

Page 22: JUST8DAYS (PETER DRUCKER)

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

Page 23: JUST8DAYS (PETER DRUCKER)

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

Peter Drucker

Page 24: JUST8DAYS (PETER DRUCKER)

tuesdaymonday

Page 25: JUST8DAYS (PETER DRUCKER)

knowledge worker

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

Page 26: JUST8DAYS (PETER DRUCKER)

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

Page 27: JUST8DAYS (PETER DRUCKER)

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

Page 28: JUST8DAYS (PETER DRUCKER)

knowledge worker

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

Page 29: JUST8DAYS (PETER DRUCKER)

knowledge worker

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

Page 30: JUST8DAYS (PETER DRUCKER)

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

Page 31: JUST8DAYS (PETER DRUCKER)

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

Page 32: JUST8DAYS (PETER DRUCKER)

tuesdaywednesday

monday

Page 33: JUST8DAYS (PETER DRUCKER)

total life

practicing self-development

Page 34: JUST8DAYS (PETER DRUCKER)

total life

practicing self-development

identifying and developing your unique strengths

Page 35: JUST8DAYS (PETER DRUCKER)

total life

practicing self-development

identifying and developing your unique strengths

creating a parallel or second career

Page 36: JUST8DAYS (PETER DRUCKER)

total life

practicing self-development

identifying and developing your unique strengths

creating a parallel or second career

exercising your generosity

Page 37: JUST8DAYS (PETER DRUCKER)

total life

practicing self-development

identifying and developing your unique strengths

creating a parallel or second career

exercising your generosity

teaching and learning

Page 38: JUST8DAYS (PETER DRUCKER)

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

Page 39: JUST8DAYS (PETER DRUCKER)

tuesdaywednesdaythursday

monday

Page 40: JUST8DAYS (PETER DRUCKER)

make decision

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

Page 41: JUST8DAYS (PETER DRUCKER)

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

Page 42: JUST8DAYS (PETER DRUCKER)

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

Page 43: JUST8DAYS (PETER DRUCKER)

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

Page 44: JUST8DAYS (PETER DRUCKER)

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

Page 45: JUST8DAYS (PETER DRUCKER)

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

Page 46: JUST8DAYS (PETER DRUCKER)

tuesdaywednesdaythursdayfriday

monday

Page 47: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not money

Page 48: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not money

make time for thinking

Page 49: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not money

make time for thinking

practice “systematic abandonment”

Page 50: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not money

make time for thinking

practice “systematic abandonment”

volunteer your time and talent

Page 51: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not money

make time for thinking

practice “systematic abandonment”

volunteer your time and talent

become a mentor

Page 52: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not money

make time for thinking

practice “systematic abandonment”

volunteer your time and talent

become a mentor

learn the art of leisure

Page 53: JUST8DAYS (PETER DRUCKER)

start where u r

focus on achievement—not 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

Page 54: JUST8DAYS (PETER DRUCKER)

take a deep breath and don’t expect everything to happen at oncestart where you are and move towards your total life one step at a

timePeter Drucker

Page 55: JUST8DAYS (PETER DRUCKER)

weekend

Page 56: JUST8DAYS (PETER DRUCKER)

..........

..........

..........

..........

Page 57: JUST8DAYS (PETER DRUCKER)

weekend is time to

REST and RELAX

Page 58: JUST8DAYS (PETER DRUCKER)

Monday (day 8)

Page 59: JUST8DAYS (PETER DRUCKER)
Page 60: JUST8DAYS (PETER DRUCKER)

what would he SAY?

Page 61: JUST8DAYS (PETER DRUCKER)

what the f*ck!

Page 62: JUST8DAYS (PETER DRUCKER)

what the f*ck!

yeah babe!

Page 63: JUST8DAYS (PETER DRUCKER)

what the f*ck!

yeah babe!

+1

Page 64: JUST8DAYS (PETER DRUCKER)

what the f*ck!

yeah babe!

+1

where is a party?

Page 65: JUST8DAYS (PETER DRUCKER)

joking :)

Page 66: JUST8DAYS (PETER DRUCKER)

Monday (day 8)

Page 67: JUST8DAYS (PETER DRUCKER)

this day, he would listen what others say

about him

Page 68: JUST8DAYS (PETER DRUCKER)

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

Jack Welch, GE

Page 69: JUST8DAYS (PETER DRUCKER)

he was the creator and inventor of modern managementTom Peters

Page 70: JUST8DAYS (PETER DRUCKER)

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

Andrew S. Grove

Page 71: JUST8DAYS (PETER DRUCKER)

1909 - 2005

Page 72: JUST8DAYS (PETER DRUCKER)

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

Page 73: JUST8DAYS (PETER DRUCKER)

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

Page 74: JUST8DAYS (PETER DRUCKER)

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

Page 75: JUST8DAYS (PETER DRUCKER)

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

Page 76: JUST8DAYS (PETER DRUCKER)

he was something of a phone addict, he admitted

Page 77: JUST8DAYS (PETER DRUCKER)

Peter Drucker

Page 78: JUST8DAYS (PETER DRUCKER)

design by vadim bekshanskiy