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All Quotes by author - Peter Drucker
" Accept the fact that we have to treat almost anybody as a volunteer. "
Accept
Fact
Treat
" A manager is responsible for the application and performance of knowledge. "
Knowledge
Work
Performance
" Business, that's easily defined - it's other people's money. "
Money
People
Other
" Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information. "
Knowledge
Expectations
Need
" Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got. "
Company
Country
Try
" Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. "
Leadership
Results
Effective
" Efficiency is doing things right; effectiveness is doing the right things. "
Efficiency
Effectiveness
Doing
" Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs. "
Organization
Important
Jobs
" Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.' "
Expectations
Computers
Now
" Follow effective action with quiet reflection. From the quiet reflection will come even more effective action. "
Follow
Action
Quiet
" Innovation is the specific instrument of entrepreneurship. The act that endows resources with a new capacity to create wealth. "
Act
Create
Innovation
" Knowledge has to be improved, challenged, and increased constantly, or it vanishes. "
Knowledge
Challenged
Constantly
" Making good decisions is a crucial skill at every level. "
Leadership
Good
Decisions
" Management by objective works - if you know the objectives. Ninety percent of the time you don't. "
Know
Management
Objectives
" Management is doing things right; leadership is doing the right things. "
Doing
Right
Management
" Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake. "
Decisions
Mistake
Decision
" Most of what we call management consists of making it difficult for people to get their work done. "
People
Work
Business
" My greatest strength as a consultant is to be ignorant and ask a few questions. "
Questions
Strength
Greatest
" Never mind your happiness; do your duty. "
Mind
Your
Never
" No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings. "
Survive
Leadership
Human
" People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year. "
Business
Mistakes
People
" Plans are only good intentions unless they immediately degenerate into hard work. "
Work
Hard
Good
" Rank does not confer privilege or give power. It imposes responsibility. "
Responsibility
Power
Rank
" So much of what we call management consists in making it difficult for people to work. "
People
Difficult
Management
" Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands. "
Need
Service
Power
" Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the 'naturals', the ones who somehow know how to teach. "
Know
Performance
Teacher
" The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. "
Service
Understand
Aim
" The best way to predict the future is to create it. "
Best
Way
Future
" The computer is a moron. "
Computer
Moron
Computers
" The entrepreneur always searches for change, responds to it, and exploits it as an opportunity. "
Always
Opportunity
Change
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