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Essenciais da Gestão
Os ensinamentos do Pai da Gestão Moderna regressam numa pequena coleção de Gestão com curadoria da Harvard Business Review. São oito livros que giram em torno de tópicos basilares da gestão e que resultam de uma coletânea de ensaios produzidos pelo autor entre 1954 e 1969 e revistos em 1970 aquando da primeira edição desta Biblioteca.
- GenresBusinessManagement
348 pages, Paperback
Published June 1, 2021
About the author
Peter F. Drucker
609 books2,020 followersPeter Ferdinand Drucker was a writer, management consultant and university professor. His writing focused on management-related literature. Peter Drucker made famous the term knowledge worker and is thought to have unknowingly ushered in the knowledge economy, which effectively challenges Karl Marx's world-view of the political economy. George Orwell credits Peter Drucker as one of the only writers to predict the German-Soviet Pact of 1939.
The son of a high level civil servant in the Habsburg empire, Drucker was born in the chocolate capital of Austria, in a small village named Kaasgraben (now a suburb of Vienna, part of the 19th district, Döbling). Following the defeat of Austria-Hungary in World War I, there were few opportunities for employment in Vienna so after finishing school he went to Germany, first working in banking and then in journalism. While in Germany, he earned a doctorate in International Law. The rise of Nazism forced him to leave Germany in 1933. After spending four years in London, in 1937 he moved permanently to the United States, where he became a university professor as well as a freelance writer and business guru. In 1943 he became a naturalized citizen of the United States. He taught at New York University as a Professor of Management from 1950 to 1971. From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University.
The son of a high level civil servant in the Habsburg empire, Drucker was born in the chocolate capital of Austria, in a small village named Kaasgraben (now a suburb of Vienna, part of the 19th district, Döbling). Following the defeat of Austria-Hungary in World War I, there were few opportunities for employment in Vienna so after finishing school he went to Germany, first working in banking and then in journalism. While in Germany, he earned a doctorate in International Law. The rise of Nazism forced him to leave Germany in 1933. After spending four years in London, in 1937 he moved permanently to the United States, where he became a university professor as well as a freelance writer and business guru. In 1943 he became a naturalized citizen of the United States. He taught at New York University as a Professor of Management from 1950 to 1971. From 1971 to his death he was the Clarke Professor of Social Science and Management at Claremont Graduate University.
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February 20, 2022
People First|People Matters The Most| People Make The Difference|People Make It Happen
Primum non nocere!
Do no harm consciously!
“Knowledge has to be improved, challenged, and increased constantly, or it vanishes.”
~Peter Drucker
The book is a collection of valuable business experiences and lessons learned that ˝produced˝ valuable literature for existing and new businesses (people and organizations).
Some of the many key messages highlighted and emphasized throughout the complete book:
*It is pointless to hope that the problems will disappear if we turn our heads to the other side.
Problems only disappear when someone deals with them!
*A social discipline such as management deals with the behavior of people and human institutions.
“The Only Constant in Life Is Change.”
~ Heraclitus
*Different people need to be managed differently!
*KNOWLEDGE WORKERS:
Once they go through the internship phase, connoisseurs need to know more about their job than
their boss, otherwise, they are worth nothing.
In fact, they need to know more about their work than anyone else in the organization and part of
the definition of a knowledge worker.
Knowledge workers are mobile. They can leave.
They have their "means of work" - their knowledge.
*It has been known for fifty years that money alone cannot motivate to work.
Dissatisfaction with money strongly demotivates.
*What motivates, and especially what motivates knowledge workers, is what would motivate
volunteers as well.
*Starting assumptions about people in organizations and their work:
- Don't be guided by people. People need to be led.
- The goal is to make the specific strengths and knowledge of each individual productive.
*An entrepreneur who does not learn to manage will not last.
Management that does not learn to innovate will also not last.
In fact, a business, like any other organization today, must be designed to change as the norm and
to create change, not just react to it.
*Any organization that believes that management and entrepreneurship are different, let alone
compatible, will soon find itself out of business.
*The results of any institution exist only outside of it.
*Management must be focused on the results and performance of the organization.
In fact, the first task of management is to define the results and performance of an organization,
and this, as anyone who has worked on it can attest, is in itself one of the most difficult,
controversial, and important tasks.
*The specific function of management is to organize the resources of the organization in the
the direction of results outside the organization.
*Management exists because of the results of the institution.
It must start from the intended results and organize the resources of the institution so that these
results are achieved.
*Management is the body that enables an institution, whether it is a company, a church, a
university, a hospital, or a shelter for vulnerable women, to deliver results outside its own
framework.
Book in engaged into encouraging issues and questions needs to be addressed as well as into offering best practices some successful organizations that went through a lot of setbacks, experienced many stumble stones and went throughout many different types of crisis with positive outcomes.
*Management is a specific body, a specific function, a specific instrument by which institutions are
trained to deliver results.
*The scope of management and the responsibility of management is everything that affects the
performance of the institution and its results, whether inside or outside, whether under the
control of the institution or completely outside it.
* Concept Introduced: The Information as a Tool
“It is a capital mistake to theorize before one has data. Insensibly one begins to twist facts to suit
theories, instead of theories to suit facts.”
~Sir Arthur Conan Doyle, Sherlock Holmes
“Information is not knowledge.”
~Albert Einstein
*A popular story at management meetings is that of three stonemasons who were asked what they
were doing.
The first replied that he was earning a living.
Another continued to strike with a hammer and said, "I am the best stonecutter in the whole country."
The third raised his head with a visionary gleam in his eye and said, "I'm building a cathedral."
The third man is, of course, a true "manager."
The first man knows what he wants to get out of his job and he succeeds. He is well on his way to "earning a fair living."
The problem is in the other man.
Skill is essential; without it, no business will flourish; in fact, the organization will become demoralized if it does not require its members to work as conscientiously as possible.
The skill must be encouraged in the business enterprise, but it must always be related to the needs of the whole.
*Entrepreneurship is neither "natural" nor "creative".
It is work, effort, and effort.
*The basic rule of marketing: businesses and business people are not paid to change consumers.
They are paid to satisfy them.
*The lack of proper financial focus and the right fiscal policy, on the other hand, is the biggest
threat to the new company and the next stage of its development and growth.
The more successful a new company is, the more dangerous it is to have no financial foresight.
There are three financial ailments that occur at the same time, but each one is enough for itself to
endanger the health, if not the life of the new company:
1: Lack of working capital
2: Inability to obtain new capital necessary for further expansion
3: The loss of control over the business, ie tracking costs, inventory, and collection, is in complete
chaos.
Once such a financial crisis breaks out with all its might, it can only heal those aces with great difficulty and considerable suffering.
However, they can be largely prevented.
*Profit should come last, not first.
Long before focusing on profits, one should focus on securing working capital, capital and controlling the overall business.
However, this is exactly the wrong focus in the case of new businesses because profit should come last, not first.
Without these previously fulfilled conditions, the profit remains just empty fiction, and it can possibly be realized for another 12-18 months, after which it completely disappears.
Every growth needs to be fed.
In financial terms, this means that any growth in a new company requires additional financial resources, not their immediate disposal.
*Old wisdom says that there is no freedom without restrictions, frameworks, and laws.
Unrestricted freedom is just "permission" that soon turns into anarchy and then tyranny.
This is precisely because the new company must maintain and strengthen the entrepreneurial spirit, which will constantly tell it that anticipation and discipline are necessary.
This must be prepared for the new laws that will put before him his own success.
Above all, it needs responsibility - and that is, in the last resort, exactly what entrepreneurial management provides to a new company, ie. business.
*Contribution” can mean a lot.
Every organization needs to do business in three main areas: immediate results, value creation, and their reaffirmation, and building and developing people for the future.
If it is denied business in any of these three areas, the organization will collapse and disappear from the face of the earth.
Therefore, all three areas should be incorporated into the contribution of each knowledge worker, although their relative importance varies from person to person, from position to position of the knowledge worker, as well as from the needs of the organization.
*Four basic requirements for the effectiveness of interpersonal relationships:
1) communications
2) teamwork
3) personal development
4) development of another
*"Know thyself" is an old wisdom that an ordinary mortal certainly cannot realize.
But anyone can follow the instruction:
“Know your time” if you want to be on the right track to contributing and being effective.
There is no "queen of knowledge" in the knowledge society.
All knowledge is equally valuable; all knowledge according to the words of the great medieval saint and philosopher St. Bonaventure, equally leads to truth.
But in order for it to really represent the paths to the truth, the paths to knowledge,
the responsibility must be borne by people who have various knowledge.
https://www.linkedin.com/posts/danije...
“Management is doing things right; leadership is doing the right things.”
~ Peter Drucker
IMAGINE | BELIEVE | ACHIEVE
Heart Believes & Mind Achieves!
Primum non nocere!
Do no harm consciously!
“Knowledge has to be improved, challenged, and increased constantly, or it vanishes.”
~Peter Drucker
The book is a collection of valuable business experiences and lessons learned that ˝produced˝ valuable literature for existing and new businesses (people and organizations).
Some of the many key messages highlighted and emphasized throughout the complete book:
*It is pointless to hope that the problems will disappear if we turn our heads to the other side.
Problems only disappear when someone deals with them!
*A social discipline such as management deals with the behavior of people and human institutions.
“The Only Constant in Life Is Change.”
~ Heraclitus
*Different people need to be managed differently!
*KNOWLEDGE WORKERS:
Once they go through the internship phase, connoisseurs need to know more about their job than
their boss, otherwise, they are worth nothing.
In fact, they need to know more about their work than anyone else in the organization and part of
the definition of a knowledge worker.
Knowledge workers are mobile. They can leave.
They have their "means of work" - their knowledge.
*It has been known for fifty years that money alone cannot motivate to work.
Dissatisfaction with money strongly demotivates.
*What motivates, and especially what motivates knowledge workers, is what would motivate
volunteers as well.
*Starting assumptions about people in organizations and their work:
- Don't be guided by people. People need to be led.
- The goal is to make the specific strengths and knowledge of each individual productive.
*An entrepreneur who does not learn to manage will not last.
Management that does not learn to innovate will also not last.
In fact, a business, like any other organization today, must be designed to change as the norm and
to create change, not just react to it.
*Any organization that believes that management and entrepreneurship are different, let alone
compatible, will soon find itself out of business.
*The results of any institution exist only outside of it.
*Management must be focused on the results and performance of the organization.
In fact, the first task of management is to define the results and performance of an organization,
and this, as anyone who has worked on it can attest, is in itself one of the most difficult,
controversial, and important tasks.
*The specific function of management is to organize the resources of the organization in the
the direction of results outside the organization.
*Management exists because of the results of the institution.
It must start from the intended results and organize the resources of the institution so that these
results are achieved.
*Management is the body that enables an institution, whether it is a company, a church, a
university, a hospital, or a shelter for vulnerable women, to deliver results outside its own
framework.
Book in engaged into encouraging issues and questions needs to be addressed as well as into offering best practices some successful organizations that went through a lot of setbacks, experienced many stumble stones and went throughout many different types of crisis with positive outcomes.
*Management is a specific body, a specific function, a specific instrument by which institutions are
trained to deliver results.
*The scope of management and the responsibility of management is everything that affects the
performance of the institution and its results, whether inside or outside, whether under the
control of the institution or completely outside it.
* Concept Introduced: The Information as a Tool
“It is a capital mistake to theorize before one has data. Insensibly one begins to twist facts to suit
theories, instead of theories to suit facts.”
~Sir Arthur Conan Doyle, Sherlock Holmes
“Information is not knowledge.”
~Albert Einstein
*A popular story at management meetings is that of three stonemasons who were asked what they
were doing.
The first replied that he was earning a living.
Another continued to strike with a hammer and said, "I am the best stonecutter in the whole country."
The third raised his head with a visionary gleam in his eye and said, "I'm building a cathedral."
The third man is, of course, a true "manager."
The first man knows what he wants to get out of his job and he succeeds. He is well on his way to "earning a fair living."
The problem is in the other man.
Skill is essential; without it, no business will flourish; in fact, the organization will become demoralized if it does not require its members to work as conscientiously as possible.
The skill must be encouraged in the business enterprise, but it must always be related to the needs of the whole.
*Entrepreneurship is neither "natural" nor "creative".
It is work, effort, and effort.
*The basic rule of marketing: businesses and business people are not paid to change consumers.
They are paid to satisfy them.
*The lack of proper financial focus and the right fiscal policy, on the other hand, is the biggest
threat to the new company and the next stage of its development and growth.
The more successful a new company is, the more dangerous it is to have no financial foresight.
There are three financial ailments that occur at the same time, but each one is enough for itself to
endanger the health, if not the life of the new company:
1: Lack of working capital
2: Inability to obtain new capital necessary for further expansion
3: The loss of control over the business, ie tracking costs, inventory, and collection, is in complete
chaos.
Once such a financial crisis breaks out with all its might, it can only heal those aces with great difficulty and considerable suffering.
However, they can be largely prevented.
*Profit should come last, not first.
Long before focusing on profits, one should focus on securing working capital, capital and controlling the overall business.
However, this is exactly the wrong focus in the case of new businesses because profit should come last, not first.
Without these previously fulfilled conditions, the profit remains just empty fiction, and it can possibly be realized for another 12-18 months, after which it completely disappears.
Every growth needs to be fed.
In financial terms, this means that any growth in a new company requires additional financial resources, not their immediate disposal.
*Old wisdom says that there is no freedom without restrictions, frameworks, and laws.
Unrestricted freedom is just "permission" that soon turns into anarchy and then tyranny.
This is precisely because the new company must maintain and strengthen the entrepreneurial spirit, which will constantly tell it that anticipation and discipline are necessary.
This must be prepared for the new laws that will put before him his own success.
Above all, it needs responsibility - and that is, in the last resort, exactly what entrepreneurial management provides to a new company, ie. business.
*Contribution” can mean a lot.
Every organization needs to do business in three main areas: immediate results, value creation, and their reaffirmation, and building and developing people for the future.
If it is denied business in any of these three areas, the organization will collapse and disappear from the face of the earth.
Therefore, all three areas should be incorporated into the contribution of each knowledge worker, although their relative importance varies from person to person, from position to position of the knowledge worker, as well as from the needs of the organization.
*Four basic requirements for the effectiveness of interpersonal relationships:
1) communications
2) teamwork
3) personal development
4) development of another
*"Know thyself" is an old wisdom that an ordinary mortal certainly cannot realize.
But anyone can follow the instruction:
“Know your time” if you want to be on the right track to contributing and being effective.
There is no "queen of knowledge" in the knowledge society.
All knowledge is equally valuable; all knowledge according to the words of the great medieval saint and philosopher St. Bonaventure, equally leads to truth.
But in order for it to really represent the paths to the truth, the paths to knowledge,
the responsibility must be borne by people who have various knowledge.
https://www.linkedin.com/posts/danije...
“Management is doing things right; leadership is doing the right things.”
~ Peter Drucker
IMAGINE | BELIEVE | ACHIEVEHeart Believes & Mind Achieves!
July 31, 2024
Highly accurate in preview the future, showcasing what labor is.
Displaying 1 - 2 of 2 reviews