In Peter Drucker’s The Effective Executive, he outlines eight management practices in the introduction that are the core skills of the effective manager:
- They asked, “What needs to be done?”
- They asked, “What is right for the enterprise?”
- They developed action plans.
- They took responsibility for decisions
- They took responsibility for communicating
- They focused on opportunities rather than problems.
- They ran productive meetings.
- They thought and said “we” rather than “I”.
But, before really getting to work on these he takes on some very interesting foundational issues. First, “… the executive is, first of all, expected to get the right things done. And this is simply that he is expected to be effective.”((1))
What is effectiveness? Continue readingFootnotes:
- All quotations in this posting are from pp. 1-24. Here is an early example of how the style, and many of the examples, in The Effective Executive are quite dated. The pronoun “she” never appears in the book. When he wrote the book in 1967, women in management were extraordinarily rare and their was only a nascent awareness that women could and should play a full role in our economic and social institutions [↩]