The Effective Executive : The Definitive Guide to Getting the Right Things Done
Peter F. Drucker, Joseph A. Maciariello, Jim Collins, Tim Andres Pabon, Zachary FirstWhat makes an effective executive?
For decades, Peter F. Drucker was widely regarded as "the dean of this country’s business and management philosophers" (__Wall Street Journal__). In this concise and brilliant work, he looks to the most influential position in management—the executive.
The measure of the executive, Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can—and must—be mastered:
* Managing time;
* Choosing what to contribute to the organization;
* Knowing where and how to mobilize strength for best effect;
* Setting the right priorities;
* Knitting all of them together with effective decision-making
Ranging across the annals of business and government, Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.
9780062574350
The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time Choosing what to contribute to the organization Knowing where and how to mobilize strength for best effect Setting the right priorities Knitting all of them together with effective decision-making Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.
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The encyclopedia of leadership : a practical guide to popular leadership theories and techniques
The Encyclopedia of Leadership is a comprehensive reference guide to over 200 of the most important business leadership principles, theories, tools, and techniques. Each entry features a brief, one-page summary of an influential theory or tool-often illustrated graphically-followed by a worksheet or exercise. Thoroughly cross-referenced, it allows busy leaders to find what they need, review it, and even implement it-often in as little as 15 minutes.Murray Hiebert (Calgary, Canada; www.consultskills.com) has over twenty years experience as an international consultant. He also manages an internationally successful workshop, for professional experts Consulting Skills for Professionals.
The goal : a process of ongoing improvement
Eliyahu M. Goldratt, Jeff Cox, Eliyahu M. Goldratt
Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. The author has been described by Fortune as a 'guru to industry' and by Businessweek as a 'genius'. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors. Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from his student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done. The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt. Eliyahu M. Goldratt: is an internationally recognized leader in the development of new business management concepts and systems, and acts as an educator to many of the world's corporations. The 20th-anniversary edition includes a series of detailed case study interviews by David Whitford, Editor at Large, Fortune Small Business, which explore how organizations around the world have been transformed by Eli Goldratt's ideas.
The McKinsey way : using the techniques of the world's top strategic consultants to help you and your business
Within the first ten pages, it is clear that the author is pandering to McKinsey without providing honest insight into the company or top notch consulting. Come to find out, the author only worked at McKinsey for 3 years. Waste of a book unless you are beginning in business consulting. Even then, much better books on the market. Should be titled Consulting 101.
Management Challenges for the 21st Century
New and revolutionary ideas and perspectives on the central management issues of tomorrow by "the most important management thinker of our time" (Warren Bennis). In his first major new book since Peter F. Drucker discusses the new paradigms of management -- how they have changed and will continue to change our basic assumptions about the practices and principles of management. Drucker analyzes the new realities of strategy, shows how to be a leader in periods of change, and explains "the New Information Revolution," discussing the information an executive needs and the information an executive owes. He also examines knowledge worker productivity, and shows that changes in the basic attitude of individuals and organizations as well as structural changes in work itself are needed for increased productivity. Finally, Drucker addresses the ultimate challenge of managing yourself while still meeting the demands on the individual during a longer working life and in an ever-changing workplace.Incisive, challenging, and mind-stretching, Drucker's new book is forward-looking and forward thinking. It combines the broad knowledge, wide practical experience, profound insight, sharp analysis, and enlightened common sense that are the essence of Drucker's writings, which are continuing international bestsellers and "landmarks of the managerial profession" (). > "This is not a book of PREDICTIONS, not a book about the FUTURE. The challenges and issues discussed in it are already with us...
The Essential Drucker: In One Volume the Best of Sixty Years of Peter Drucker's Essential Writings on Management
Ever since his first book was published some six decades ago, Peter Drucker has been essential to everyone serious about the ''management of an enterprise (and) the self-management of the individual, whether executive or professional, within an enterprise and altogether in our society of managed organizations.'' This distinguished 30-year Claremont University professor has continuously identified critical principles in management, economics, politics, and the world in general. And he has redirected our thinking about them through more than two dozen books, including an autobiography and a couple of works of fiction. Now, with The Essential Drucker, he has overseen the compilation of his most important fundamentals into one indispensable book.Reaching back as far as 1954 with his treatise ''Management by Objectives and Self-Control'' (''Each manager, from the 'big boss' down to the production foreman or the chief clerk, needs clearly spelled-out objectives'' that clarify expected contributions ''to the attainment of company goals in all areas of the business''), Drucker's now-established ideas take on a surprising new relevancy when remixed equally pioneering ideas from the 1960s, '70s, '80s, and '90s. Between the thoughtful ''Management as Social and Liberal Art'' through the provocative ''From Analysis to Perception — The New Worldview'' (both originally published in 1988's The New Realities), this book revisits some of modern management's most inspired writing and...
Management, Rev Edition
Peter F. Drucker, With Joseph A. Maciariello
The Essential Book On Management From The Man Who Invented The Discipline Now Completely Revised And Updated For The First Time. Introduction To The Revised Edition Of Management: Tasks, Responsibilities -- Preface -- Introduction: Management And Managers Defined -- Management As A Social Function And Liberal Act -- The Dimensions Of Management -- Management's New Realities -- Knowledge Is All -- New Demographics -- The Future Of The Corporation And The Way Ahead -- Management's New Paradigm -- Business Performance -- The Theory Of Business -- The Purpose And Objectives Of A Business -- Making The Future Today -- Strategic Planning: The Entrepreneurial Skill -- Performance In Service Institutions -- Managing Service Institutions In The Society Of Organizations -- What Successful And Performing Nonprofits Are Teaching Business -- The Accountable School -- Rethinking Reinventing Government -- Entrepreneurship In The Public-service Institution -- Productive Work And Achieving Worker. Making Work Productive And The Worker Achieving -- Managing The Work And Worker In Manual Work -- Managing The Work And Worker In Knowledge Work -- Social Impacts And Social Responsibilities -- Social Impacts And Social Responsibilities -- The New Pluralism: How To Balance The Special Purpose Of The Institution With The Common Good -- The Manager's Work And Jobs -- Why Managers? -- Design And Content Of Managerial Jobs -- Developing Management And Managers -- Management By Objectives And...
Linchpin : are you indispensable? : how to drive your career and create a remarkable future
"The only way to get what you're worth is to stand out, to exert emotional labor, to be seen as indispensable, and to produce interactions that organizations and people care deeply about." In bestsellers such as Purple Cow and Tribes, Seth Godin taught readers how to make remarkable products and spread powerful ideas. But this book is different. It's about you - your choices, your future, and your potential to make a huge difference in whatever field you choose. There used to be two teams in every workplace: management and labor. Now there's a third team, the linchpins. These people invent, lead (regardless of title), connect others, make things happen, and create order out of chaos. They figure out what to do when there's no rule book. They delight and challenge their customers and peers. They love their work, pour their best selves into it, and turn each day into a kind of art. Linchpins are the essential building blocks of great organizations. Like the small piece of hardware that keeps a wheel from falling off its axle, they may not be famous but they're indispensable. And in today's world, they get the best jobs and the most freedom. Have you ever found a shortcut that others missed? Seen a new way to resolve a conflict? Made a connection with someone others couldn't reach? Even once? Then you have what it takes to become indispensable, by overcoming the resistance that holds people back. Linchpin will show you how to join the likes of ... \*Keith Johnson, who scours...
Managing for Results : Economic Tasks and Risk-taking Decisions
The effective business, Peter Drucker observes, focuses on opportunities rather than problems. How this focus is achieved in order to make the organization prosper and grow is the subject of this companion to his classic, The Practice of Management. The earlier book was chiefly concerned with how management functions; this volume shows what the executive decision-maker must do to move his enterprise forward. One of the notable accomplishments of this book is its combining specific economic analysis with a grasp of the entrepreneurial force in business prosperity. For though it discusses "what to do" more than Drucker's previous works, the book stresses the qualitative aspect of enterprise: every successful business requires a goal and spirit all its own. Peter Drucker again employs his particular genius for breaking through conventional outlooks and opening up new perspectives--for profits and growth.
Management: Tasks, Responsibilities, Practices (Classics in Organization and Management Series)
Management is tasks. Management is a discipline. Peter Drucker's classic text on the subject reminds us that management is also people. A good deal of space has been devoted to top management and to the relationships between structure and strategy.
Vagabonding : An Uncommon Guide to the Art of Long-Term World Travel
From BooklistVeteran vagabond Potts regales readers with his mantra: anyone with an adventurous spirit can achieve the feat of taking extended time off from work to experience the world. In 11 short chapters that follow the same structure, Potts tells how to negotiate time off from work, prepare for travel, and get the most out of your time on the road. Each chapter contains a profile of a famous proponent of vagabonding (e.g., Thoreau, Annie Dillard), quotes from everyday people with extensive travel experience, and a tip sheet of print and online sources for practical travel advice on topics such as airline tickets and accommodations as well as safety concerns. Alternately warning readers about using drugs in foreign countries and entertaining them with anecdotes from exotic ports of call, Potts gives a thorough recounting of his outlook on traveling. This book seems squarely aimed at twenty- and thirtysomethings; anyone with decidedly nonvagabond accoutrements (e.g., children or career ambition) might be more skeptical of Potts' philosophy. For those with a bad case of wanderlust. Joanne WilkinsonCopyright © American Library Association. All rights reservedProduct DescriptionVagabonding is about taking time off from your normal life—from six weeks to four months to two years—to discover and experience the world on your own terms. Veteran shoestring traveler Rolf Potts shows how anyone armed with an independent spirit can achieve the dream of extended overseas travel....
Innovation and entrepreneurship : practice and principles
Peter Drucker's classic book on innovation and entrepreneurship This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline that explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Superbly practical, Innovation and Entrepreneurship explains what established businesses, public service institutions, and new ventures need to know and do to succeed in today's economy.
18 Minutes : Find Your Focus, Master Distraction, and Get the Right Things Done
Based upon his weekly Harvard Business Review columns (which is one of the most popular columns on HBR.com, receiving hundreds of thousands of unique page views a month), 18 MINUTES clearly shows how busy people can cut through all the daily clutter and distractions and find a way to focus on those key items which are truly the top priorities in our lives.Bregman works from the premise that the best way to combat constant and distracting interruptions is to create productive distractions of one's own. Based upon a series of short bite-sized chapters, his approach allows us to safely navigate through the constant chatter of emails, text messages, phone calls, and endless meetings that prevent us from focusing our time on those things that are truly important to us. Mixing first-person insights along with unique case studies, Bregman sprinkles his charming book with pathways which help guide us -- pathways that can get us on the right trail in 18 minutes or less.
Great by choice : uncertainty, chaos, and luck-- : why some thrive despite them all
Jim Collins And Morten T. Hansen
The new question Ten years after the worldwide bestseller Good to Great , Jim Collins returns with another groundbreaking work, this time to ask: Why do some companies thrive in uncertainty, even chaos, and others do not? Based on nine years of research, buttressed by rigorous analysis and infused with engaging stories, Collins and his colleague, Morten Hansen, enumerate the principles for building a truly great enterprise in unpredictable, tumultuous, and fast-moving times. The new study Great by Choice distinguishes itself from Collins’s prior work by its focus not just on performance, but also on the type of unstable environments faced by leaders today. With a team of more than twenty researchers, Collins and Hansen studied companies that rose to greatness—beating their industry indexes by a minimum of ten times over fifteen years—in environments characterized by big forces and rapid shifts that leaders could not predict or control. The research team then contrasted these “10X companies” to a carefully selected set of comparison companies that failed to achieve greatness in similarly extreme environments. The new findings The study results were full of provocative surprises. Such as: The best leaders were not more risk taking, more visionary, and more creative than the comparisons; they were more disciplined, more empirical, and more paranoid. Innovation by itself turns out not to be the trump card in a chaotic and uncertain world; more important is the ability to...
The goal : a process of ongoing improvement
Eliyahu M. Goldratt, Jeff Cox, Eliyahu M. Goldratt
Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. The author has been described by Fortune as a 'guru to industry' and by Businessweek as a 'genius'. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors. Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from his student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done. The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt. Eliyahu M. Goldratt: is an internationally recognized leader in the development of new business management concepts and systems, and acts as an educator to many of the world's corporations. The 20th-anniversary edition includes a series of detailed case study interviews by David Whitford, Editor at Large, Fortune Small Business, which explore how organizations around the world have been transformed by Eli Goldratt's ideas.
Built to Last: Successful Habits of Visionary Companies (Good to Great, 2)
James Charles Collins, Jim Collins, Jerry I. Porras
"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time. Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?" What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a...