内容简介
The Effective Executive in Action is a journal based on Peter F. Drucker's classic and preeminent work on management and effectiveness -- The Effective Executive. Here Drucker and Maciariello provide executives, managers, and knowledge workers with a guide to effective action -- the central theme of Drucker's work. The authors take more than one hundred readings from Drucker's classic work, update them, and provide provocative questions to ponder and actions to take in order to improve your own work. Also included in this journal is a space for you to record your thoughts for later review and reflection. The Effective Executive in Action will teach you how to be a better leader and how to lead according to the five main pillars of Drucker's leadership philosophy.
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From Publishers Weekly
The Effective Executive (1966) forms one of the foundations of Drucker's reputation as a corporate leadership guru, and this workbook companion developed by Maciariello, a professor at Drucker's business management school, draws heavily upon the master source. The format extracts bullet points from the original text, along with supplementary material from other Drucker writings, then adds reinforcing questions and suggested action items. Additional space is provided to write down reflections and results. "Decision making is the specific activity of the executive," Drucker writes, but before you can learn how to make the right decisions, you need to manage your work time and concentrate your focus on the right tasks, then develop your strengths and the strengths of those around you. These precepts have become familiar mantras in the corporate environment, so little of the material should come a..
目录
Foreword
Introduction:How to Use
The Effective Executie in Action
Chapter1 Effectiveness Can Be Learned
Introduction
Getting the Right Things Done
The Authority of Knowledge
Executive Realities
The Effective Personality
Chatper2 Know Thy Time
Introduction
Time:the Limiting Factor to Accomplishment
Time Management:The Three Steps
Recording Time
Eliminate Time-Wasters
Delegate Activities
Wasting Time of Other People
Prune Activites Resulting from Poor Management
Overstaffing
Malorganization
Malfunction in Information
Create and Consolidate Blocks of Discretioonary Time
Effective Use of Discretionary Time
Chapter3 Focus on Contribution
Introduction
Focus on Contribution:Results Values and Developing People
Focus on Results
Contribution of Knowledge Workers
Three Key Performance Areas
Direct Results
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