The Effective Manager by Peter Drucker

THE EFFECTIVE MANAGER

        
Peter Drucker

  Management, Leadership

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The Effective Executive Summary by hello mba Shots

Philosophy for maximizing effectiveness as a manager

 

This book offers principles that if followed, would raise your effectiveness as a leader many bars higher. 

1.Effectiveness Can Be Learnt

  • Being effective does not require special abilities, special talent or training.
  • It can be practised till it becomes a habit.

5 habits of the mind have to be acquired to be an effective executive:

 

  • Effective executives understand where their time passes: They operate systematically at handling the limited time that can be taken under their control.
  • Effective executives focus on contribution: They organise their efforts to results rather than to work. They evaluate their responsibility based on the expected results. Not by the work that needs to be done. 
  • Effective executives grow on strengths: They always develop on their own strengths, the strengths of their superiors, co-workers and assistants. They never build on weakness. They don't begin with things they can't do.
  • Focus on major areas where higher performance will produce extraordinary results: They set priorities and stay with those decisions.
  • Effective executives make effective decisions: This surpasses all, a body of systems. The proper steps in the proper sequence.

 

2. Know Your Time:

  • The three-step system is the basis of executive effectiveness: recording time, managing time and consolidating time.
  • Effective executives aim to find out what wastes their time without adding to their effectiveness.
  • Unlike other resources, executive effectives know that one cannot rent, hire, buy, or obtain more time.
  • They manage their time by curtailing unproductive demands on their time.

 

3.What can I contribute?

  • The effective executive always focuses on his due contribution. He looks for ways where his contribution will significantly affect the performance and the results of the organisation. 
  • Executives focus downwards. They are involved with efforts instead of results.
  • Organizations need performance in 3 areas- Direct results, to build values and reaffirmation of them, and to build and develop people for tomorrow.

 

4.Making strength productive

  • An effective executive knows that he cannot build on weakness. 
  • Achieving results is about using all the available strengths. Strengths of partners, strengths of the superior, and one’s own strengths.
  •  Such executives don't make staffing arrangements based on reducing weakness but to maximise strength.

 

5.Effective Decisions

  • Effective executives know that people don't start with facts. They start with opinions.
  • They insist people voicing an opinion also take responsibility for determining what factual evidence can be anticipated and should be looked for.
  • They insist on disagreement and do not make a decision if there isn't any. 
  • They use opposition of opinion as a means to make sure all essential aspects of an important subject are looked at carefully.

 

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