Peter Drucker

Peter Drucker

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005) was an Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation. He was also a leader in the development of management education, he invented the concept known as management by objectives and self-control, and he has been described as "the founder of modern management".

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Read more about Peter Drucker on Wikipedia.

Unless commitment is made there are only promises and hopes... but no plans.

Management by objective works - if you know the objectives. Ninety percent of the time you don't.

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 has to be improved challenged and increased constantly or it vanishes.

The productivity of work is not the responsibility of the worker but of the manager.

Today knowledge has power. It controls access to opportunity and advancement.

My greatest strength as a consultant is to be ignorant and ask a few questions.

The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.

Business that's easily defined - it's other people's money.

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.

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.

Never mind your happiness, do your duty.

There is nothing so useless as doing efficiently that which should not be done at all.

Executives owe it to the organization and to their fellow workers not to tolerate nonperforming individuals in important jobs.

Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.

The most important thing in communication is hearing what isn't said.

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.'

Plans are only good intentions unless they immediately degenerate into hard work.

Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.

The computer is a moron.

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