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La pratique de la direction des entreprises. The Practice of Management

par Peter F. Drucker

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1,980198,214 (4.03)2
"What 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."--Jacket.… (plus d'informations)
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A very practical read that remains relevant, despite being written in 1966. Drucker premises the book about maximizing the effectiveness (getting the right things done) of a new class of 'knowledge workers' -- what strikes me as particularly relevant is the these lessons can be applied beyond the stereotypical white collar office worker, particularly in service and light manufacturing.

Today, I don't think there is as clear of a dichotomy as Drucker proposes. All workers would benefit from:
-Reducing the non-value add work that wastes their time and energy (Know Thy Time)
-Focusing their efforts on high-contribution initiatives (What Can I Contribute?)
-Having jobs that are designed to be demanding and big, so as to be engaged to grow personally and professionally (Making Strength Productive)
-Communicate what parts of their role could be abandoned or de-prioritized (First Things First)

The book can lose your attention a bit in written form, so I particularly enjoyed the free audiobook version available as a podcast: https://podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy8xMjI1ZDRkMC9wb2RjYXN... ( )
  amsilverny | Feb 22, 2023 |
Even though this book was published in 1967, it still has very good insights for executives because despite all the technological progress core tasks and values didn't change that much since then.

This quote from the book, in my opinion, is main [a:Peter F. Drucker|12008|Peter F. Drucker|https://images.gr-assets.com/authors/1318472244p2/12008.jpg]'s point:
Effectiveness, in other words, is a habit; that is, a complex of practices. And practices can always be learned.


To sum up, what good executives need:

They need to know where the time goes because time supply is not elastic.
Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

Logging time is the solution in this case.

Make sure to focus on the results, not the efforts.
During meetings make sure to specify the purpose of the meeting and expected output.

Build on people strengths, not weaknesses (because everybody has some)
Do first things first and do it one at a time.
Always bring in new people because organisation always need fresh input and outsider's look.

Do not cure the symptoms of problem, instead cure the root of it and go for few important ones instead of many average issues.

Executive must ask himself: What will happen if we do nothing?
Good people emerge from good organisation and vice versa.

Do not make an important decision unless there is a disagreement:
- It helps from being shifted to one side for someone's favor
- It provides with alternatives for decision
- It stimulates the imagination ( )
  Giedriusz | Oct 16, 2022 |
This is of course a classic of Management literature. Even though some ideas and concepts are becoming obsolete, I recommend reading this book, if you want to understand the purpose and principle of managing effectively as well as the difference to doing it efficiently. ( )
  sdkasper | Jul 15, 2022 |
This one's sure dated. Drucker writes clean, assertive prose. The book is very quotable and also full of useful info, but so much of it references case studies from 50 - 100 years ago that it's hard today to feel like I'm able to extract as much meaning out of the case studies as somebody might have in 1966. I'm simultaneously reading The Daily Drucker and for the moment am inclined to think that reading a summary of the high points of The Effective Executive book and maybe thumbing through a copy of The Daily Drucker would be a useful exercise for most anybody in a lead or management role. I'm not sure I'd recommend a full read of The Effective Executive for most, though.

(Side note -- the more I read this book, the more, for some reason, I had trouble not hearing it in my head in the voice of Droop Dog.)

I've written a slightly more comprehensive review here. ( )
  dllh | Jan 6, 2021 |
Solid ideas and a few good insights, particularly Drucker's definition of what an executive even is (a person that must independently make decisions and take responsibility for those decisions), as well as the idea that with any good decision there will be disagreement. However, I found some anecdotes to be difficult to relate back to the point being made. Many of the topics also seem to be common sense, though perhaps this is a testament to the success of the book and the permeation of its ideas today. ( )
  rsanek | Dec 26, 2020 |
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"What 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."--Jacket.

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