The Effective Executive - Peter F. Drucker, Book Summary PDF

The position of an executive conspires against its effectiveness;; You can teach yourself how to be an effective executive;; Effective executives prioritize, ... CategoriesTheEffectiveExecutive-PeterF.DruckerLearntheimportanceofefficiencyforacompanyandlearnthefivehabitsnecessarytobeamoreproductivemanager!AddtoFavoritesAddtoreadMarkasreadChooselanguage:PortuguêsEnglishEspañolFrançaisItalianoAlemãoRussoMandarimKnownasthe"fatherofmodernmanagement",PeterDruckerisresponsibleformakingqualitypredictionsofsuchstrikingtrendsasdecentralization,privatization,andthedevelopmentoftheinformationsociety.In"TheEffectiveExecutive"hebringsvaluabletipstotransformyouintoaproductiveanddifferentleader.Therefore,thisbookisconsideredessentialforanyexecutive,fromthemostnovicetothosewhoarealreadyconsideredtobeclearlyefficient.Inthissummary,we'veseparatedallthemainideasofthebook,inordertohelpyourcomprehensionandassimilation.Gotinterestedtobecomeabettermanager?Staywithusinthissummaryandleverageyourresults!Aboutthebook"TheEffectiveExecutive"Inthebook"TheEffectiveExecutive"(1966),theauthorexplainsthedetailsofwhatmanagersshoulddoandhowtheycanconceptualizetheirwork,aswellasgivingtipsonhowtohaveaproductiveperceptionofwhatyoudo.Theauthoralsotalksaboutwhicharethefivehabitsofefficiencyinmanagement.Everythingiscoveredinthissummary!AbouttheauthorPeterF.DruckerAsanauthorandintellectual,PeterF.Druckerwasatruemasterofbusinessaswellasabusinessconsultantandteacher.Inaddition,hisideashaveahugeimpactontheformationofmoderncompanies.Histhirty-ninebooksandnumerousarticlesdiscusshowhumansorganizethemselvesinbusinesses,governments,andnon-profitinstitutions.Towhomisthisbookindicated?NoonewritesinasmarterormorepatientwayaboutmanagementanditsfunctionsthanDrucker.Inthisbook,heteachesthereaderhowtothinkproductivelyaboutwhatyoudo.Itis,therefore,recommendedtoallexecutives.Eventhosethatarealreadyconsideredeffectivecantakeadvantageofreading,whichbecomesveryinformativeandenlightening.Definitelyamust-readingforfuturemanagersandentrepreneurs!Mainideasofthebook"TheEffectiveExecutive"Thepositionofanexecutiveconspiresagainstitseffectiveness;Youcanteachyourselfhowtobeaneffectiveexecutive;Effectiveexecutivesprioritize,plan,takeresponsibility,communicate,lookforopportunities,andcontributetotheirbusinesses;Societydependsonefficientorganizations,whichinturnrelyonefficientleaders.Download"TheEffectiveExecutive-PeterF.Drucker"BookSummaryinPDFforfreeDoyouhavenotimetoreadnow?ThendownloadthefreePDFandreadwhereverandwheneveryouwant:Overview:YoucanteachyourselfhowtobeeffectiveYoucan'tmanageothersifyoucan'tmanageyourself.Fortheexecutive-theultimate"knowledgeworker"-thismeansmanagingyourowneffectiveness,whichisnotsuchadifficulttask.Itinvolvesadoptingsomespecificpracticesandfivecrucialhabits.Tobemoreproductive,PeterDruckersaystoadopttheseeightpractices:Focusonwhatyouneed:oftenthismaybedifferentfromwhatyouwanttodoatthemoment.Acceptonlyoneortwotasksatatime,theothersyoucandelegate;Makesureyouractionswillbringbenefitstothecompany:areyoudoingthebestforyourorganization?Thecompanyiswhatmattersmost,nottheowners,themarketvalue,theemployees,ortheexecutives;Createaplanofaction:knowledge,wisdom,andexpertiseareuselesswithoutaction.Ontheotherhand,actionwithoutaplanisagainstproductive.Yoursetofactionsrepresentsyourintentions,notyourcommitments.Bereadytochangeifcircumstancesdemandandcheckyourplanoftentomakesureitisworking;Takeresponsibilityforyouractions:makesureyouremployeesknowtheplanofactionandallitsparticularities,includingdeadlines.Determinewhowilldowhat,whothisaffectsandwhoshouldbeinformedandupdatedabouttheplan;Communicateyourplan:thisincludessubordinatesandsuperiors;Lookforopportunities:seethechangesassomethingtobeexplored,notasathreat.Neverallowproblemstohinderopportunities;Conductproductivemeetings:meetingscanbeveryusefulortime-consuming.Thereisnomiddleground.Havingproductivemeetingsrequiresdiscipline.So,finishassoonasyoumeetyourgoals;Orientyourthinkingto"we",notto"you":whatisimportanttoyouisnotreallyrelevant.Whatmattersmostiswhatisvaluabletoyourorganization.Executivescanbebrilliant,imaginative,andinformed,butinefficient.Effectiveexecutivesaresystematic.Theyworkhardintherightareasandtheirresultsdefinethem.Theyareknowledgeableprofessionalswhohelpthecompanytobeatitsgoals.Thebestleadersseebeyondmereadministrativetasksandtrytopursueimportanttrendsthatcanaffecttheirorganizations.Unfortunately,positionsofauthorityactuallyconspireagainsttheirprofessionaleffectiveness.TimeRestrictionsAnexecutive'stimebelongstoeveryoneintheorganization.Inaddition,whenpeopleinsideoroutsidethecompanyneedtointeractwithsomeone,theyfeelfreetointerrupt.Thisconstantconcentrationbreakdecreasesproductivity.OrganizationalsectorsMostorganizationshaveseparatesectors,inwhichindividualspecialistsfocusonspecificpursuits-accounting,legal,researchanddevelopment,anddatamanagement.Eachgrouphasseparategoalsandagendas,butitsexecutivesoftenneedtocombinetheirefforts.Unfortunately,manyofthemhavenocontroloverspecialistsinotherareasandmaynotgetsupportwhenneeded.InsularityLeadersworkdeeplywithintheirorganizations.Asaconsequence,theydon'tcomeintoclosecontactwithoutsideparties,includingconsumers,marketanalysts,andsuppliers.Buttheselinksareimportantbecausetheorganizationdoesnotsurvivewithoutfavorableexternaloutcomes,suchasincreasedsales,goodpublicrelations,andstrongdistributionsupport.Moreover,foranycompany,externalrealitycontrolsalmosteverythingofvalue.Unfortunately,ascompaniesmoveforward,manyexecutiveslosetouchwiththiscrucialexternalcontext.Effectivenesstendstofallwhilefocusingmoreoncomputer-generateddataonoperationsthanontherealityofthemarket.Overview:FirstTime-KnowYourTimeTomanageyourtimewell,PeterDruckergivesthesethreesteps:1.TimingIfyoudon'ttakecareofyourtime,youmaynotknowhowtoinvestit.So,writedownhowlongeachtasktakes.Then,usethisrecordasaguidetodelegatingcertaintasksandactivities.Addtheseitemstothereportsyoursubordinatesgiveyou,butalwaysaskifitisnotawasteoftime.Ifso,makesomechanges.Themoreeffectiveyourteamis,themoreeffectiveyoubecome.2.ManagingTimeDoyouhaveagoodsystemreadytoprotectyourtime?Ifyouroutinelyexperienceanycrisisinrelationtoit,asa"rush"toconductanannualinventory,thenyouneedone.Planbetterrecurringeventstosavetime.Sometimeshavinglotsofpeopleinvolvedcanbeawasteoftimeasemployeesinteractamongthemselvesinsteadofdoingtheactivities.Decreaseasfewmeetingsaspossiblebyspeakingonlyasnecessary.3.ConsolidatingTimeIfyouareaseniorexecutive,youprobablyonlyhavecontrolover25%ofyourtime,maybeless.So,determinehowmuchfreetimeyouhave,soyoucanuseitwell,andthenconsolidatetheinformation.Setasidethistimeperiodtobeproductive.Don'tletanythinginterfere-whichrequireshighdiscipline.Keepinmindthatyoudon'tachievesustainableresultsinashorttime.Overview:SecondHabit-HowCanIContribute?Doyoucaremoreaboutyourteam'sdailyactivitiesthanabouttheresultstheypresent?Aneffectivesalesmanagerisnotsomeonewhorunsthesalesdepartment,butsomeonewhomakesthecompanysellmoreproducts.Aneffectiveaccountantnotonlybalancesthecompany'srecordsbutalsoprovidesthefinancialinformationthecompanyneedstoensurethattheoperationisprofitable.Youshouldfocuslessonyourindividualeffortandmoreontherealcontributionsyoucanmaketothecompany.Don'tsetthemshallow,butincludedirectresults,suchasincreasedsalesorreducedcosts,andactivitiesthatdeveloptheorganization,suchastraining.PeterDruckeradvisesaskingothercontributors:"WhatcontributioncanImakethatwillallowyoutobemoreproductive?"Andthenstrivetodeliver.Overview:ThethirdHabit-MakingyourstrengthsproductiveForceisanasset.Thisistrueofyourstrengths(yourskills,yourexpertise,yourknowledge,andyourpersonality)andthoseofyourco-workers.Theeffectiveexecutivealwaysbuildseverythingbytakingadvantageofthesestrengths,includingassemblingtheirteams.DuringtheAmericanCivilWar,someadviserswarnedAmericanPresidentAbrahamLincolnaboutthehighlyeffectiveGeneralUlyssesR.Grantbeingadrunk.Hereplied:"Ineedtofindoutwhatbrandhelikes,soI'mgoingtosendsomebarrelstotheothergenerals."Thepresident'scharacteristichasalwaysbeentofocusonresults,notweaknesses,likeConfederateGeneralRobertE.Lee.Oneofhiscommandersonceignoredhisordersanddisruptedhisbattleplan.Whenaskedwhyhewouldnotremovehimfromthepost,hereplied:"Heperformswell".Inbusiness,aswellasinwars,theresultiswhatmatters.Alwayskeepthisinmindwhenevaluatingcurrentorfutureemployees.Overview:Fourthhabit-OnethingatatimeCarryingoutmultipletasksatonetimemaynotworkverywellandcanbeamistake.Todosomeactivity,focusononethingatatime,twoatthemost.Threeisalmostalwaysunrealistic.Yetthroughouthistory,thereweregeniuseswhocouldhandlemanytasksatonce.Mozartwassupposedtocreateseveralmusicalcompositionsatthesametime.ButmostofusarenotMozart.Youmayevenbeabletoaccomplishyourgoalsbymultitasking,butyourworkwillbesubstandard.Insteadofdoingseveralthingstogether,worksmartandfastononegoalatatime.Thisisnottosaythatyoushouldworkinahurry,butratherthatyoushouldconcentrateandworkconstantlyonthejobaheadofyou.Involveyourteaminproductivepursuits.Ifanactivityisunproductive,dropit.Alwaysprioritizeandwatchyourpurposes.Keepyoureyesopenforthefuture,notfocusedonthepast.Remembertokeepaworkingtimemarginforanyunexpectedissuesthatmayarise.Overview:Fifthhabit-DecisionmakingMostsituationsthatrequiredecisionmakingarebasicallygeneric,thatis,typicalandnotexceptional.Youcanhandlesuchcircumstancesbyapplyingwell-establishedruleswithgeneralprinciplesandprocedures.Thechallengeistodeterminewhenasituationis,infact,typicalorwhenitisdifferentinsomewaythatneedsaspecificapproach.Thebiggestmistakeinmakingdecisionsistryingtodealwithanunusualprobleminatypicalway.Forexample,productionproblemshappencontinuously,soyoucandealwiththemusingdecisionsandactionsthatworkedwellbeforehand.Ontheotherhand,amajorpoweroutage(suchasoccurredinnortheasternNorthAmericain1965)isahugeatypicalevent.Inordertosolve,itisnecessarytomakespecialdecisionsandnotapplyrulesthathavealreadyworkedinothersituations.Beingabletodifferentiategenericsituationsfromextraordinaryeventsisafundamentalpartofmakingdecision-makingeffective.Overview:TheprincipleofrelevancePeterDruckerexplainsthatthevalueofthedecisionsyoumakedependsontheirrelevance.Thisisacorrectmeasureofthevalidityofyoursubjectivejudgmentaboutanycircumstancewithwhichyouhavetodealasanexecutive.Theclarityandrelevanceoftheiropinionmatters,fortherealfactsofmostsituations,arerarelydiscerniblequickly:theyusuallymanifestthemselvesaftersometime.Alwaysoperateconsideringthat"traditionalmeasureisnottherightmeasure".Lookforotheroptions.Youcan,forexample,measurethevalueofaninvestmentoracapitalexpenditureaccordingtothetimeitwilltaketorecoverthatexpense.Youcandeterminethefutureprofitabilityofaninvestmentorthecurrentvalueoftheexpectedreturns.Eachofthesemeasuresrepresentsonlyapartialpictureoftheprobablevalueoftheexpense,soinsistthatyouraccountantsprovideallthecalculations.Thecombinationofdatathatemergesfromthesedifferentmethodsofmeasuringrelevancewillenableyoutomakethedecisionbybeingbetterinformed.Overview:ItalldependsonyouAsanexecutiveandknowledgeprofessional,yourepresentahighlyvaluableresource-indispensable,indeed.Societydependsonyouandmillionsofknowledgeableprofessionalslikeyouarethemostefficientpossible.Ifyouareeffective,yourorganizationcanbeproductiveandbringimportantcontributionstothegeneralgood.Intentionally,efficientcompaniescanserveas"usefultools"toimprovepeople'slives.Thisisanoblepurpose.However,societycannotachievethisvitalgoaliforganizationsarenotefficient.Toavoidthisproblem,theyneedsolidprofessionalknowledge.Inaddition,youareanintegralelementofthesystemthatmovessocietyforward.Fortunately,anyexecutivecanlearntobeanincreasinglyefficientprofessional:it'samatterofhabit.Whatdootherauthorssayaboutit?JohnC.Maxwell,authorofthebook"LeadershipGold",explainsthatthebestleadersarethosewhoknowtolisten.Goodlistenersknowwhatishappeningbecausetheyarewatchful.Theylearnmorethanothersbecausetheyabsorbfrommanyplaces.Intherecommended"TheLeadershipPipeline",theauthorRamCharamshowswhatarethe7leadershipphasesandthe6transitionsthataleadermustpassthroughtoreachahighmanagementlevel.Finally,BrenéBrown,inthebook"DaretoLead",saysthataleadermustassumetheirresponsibilitiesandrecognizethepeople'spotentialandideastoencouragethemtodeveloptheirpotential.Trueleadersknowthattherealpoweristheonesharedwithothers.Okay,buthowcanIapplythistomylife?WhatmakesanEffectiveExecutive?Inordertoapplytheseconceptsinyourlife,accordingtotheauthor,youmustdeveloptheabilityto"dotherightthings".Thisofteninvolvesdoingwhatotherpeopleneglectaswellasavoidingwhatisunproductive.Withtherightmindset,youturnyourintelligence,imagination,andknowledgeintoresults.Todothis,PeterDruckerproposesthepracticeswehaveseenabove.Itisworthrememberingthatallofthemcanbelearnedandthisthesetthatwillmakeyouamoreeffectivemanager.Didyoulikethissummaryofthebook"TheEffectiveExecutive"?Areyoureadytobecomeamoreeffectivemanager?Didyougetgoodinsightsfromthissummary?Didyoufindthiscontentuseful?Leaveyourfeedbackinthecomments!Inaddition,ifyougotinterestedinthebook'sfulledition,don'thesitatetoclickontheimagebelowandgetit!Note:Thecontentpresentedabovereflectsthevisionandcriticalanalysisofourwritingteam,respectingthefundamentalsofintellectualpropertyinBrazil(article8,itemI).Nopartofthebookisbeingcopied.Theyareuniqueandexclusivecontent,alwaysgivingcredittotheauthorsandindicatingthelinktopurchasethecompletework.PocketBook4YourespectsthecopyrightcodeinaccordancewithBrazilianlaw,Law9.610/98.ThiscontentistheexclusivepropertyofPocketBook4YouandisprotectedbyCopyrightLawinitsarticles46,I,(a)anditsarticle47,becauseitisnotreproductionanddonotimplyanydiscredit,onthecontrary,themoralrightisprotectedand,asnotedearlier,thereaderreceivesalinktoacquirethework.Reproductionofthismaterialwithoutpermissionofthecompanyisprohibited.AddToFavoritesAddToReadMarkasReadExperimenttobePremiumDownloadsummariesandlistenofflineinourapp!Free30-daystrialOPoderdaCriatividade-BrenoLuizDoyouwanttobecomeacreativepersonanddevelopcompletelyinnovativeideas?...MillionDollarConsulting-AlanWeissDoyouwanttobeasuccessfulconsultant,likethoseyouadmirefromafar,but...Storytelling:Históriasquedeixammarcas-AdilsonXavierLearnaboutthewonderful“tecnart”ofstorytellingthatcanseduceandthrilly...StrategyLeadership&ManagementMarketing&SalesBusinessMoney&InvestmentBiographiesCorporativeCultureMotivation&InspirationCommunication&NetworkingProductivityAboutUsSubscriptionPlansFrequentlyAskedQuestionsCorporateSolutionsLoginContactUsEmailInstagramFacebookLinkedinYoutube