14 Management Lessons I learned From Peter Drucker

Two Person Doing Hand Shake

Peter Drucker was a writer, teacher, philosopher, consultant, and was a professor at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University.

Here are the lessons I learned:

Lesson #1: Self-development

“Self -development of the effective executive is central to the development of the organization, whether it be a business, a government agency, a research laboratory, a hospital, or a military service.”

Lesson #2: Learned Effectiveness

“Organizations are not more effective because they have better people. They have better people because they motivate to self- development through their standards, Through their habits, through their climate.”

Lesson #3: Effectiveness

“Effectiveness is, after all, not a “subject,” but a self-discipline.”

Lesson #4: Decision-Making

“In one way or another almost every knowledge worker in an organization will either have to become a decision-maker himself or will at least have to be able to play an active, an intelligent, and an autonomous part in the decision making process.”

Lesson #5: Decision-Making

“The ability to make effective decisions increasingly determines the ability of every knowledge worker, at least of those in responsible positions, to be effective altogether.”

Lesson #6: Effective Decision

“Executives are not paid for doing things they like to do. They are paid for getting the right things done- most of all in their specific task, the making of effective decisions.”

Lesson #7: Decision-Making

“The effective decision-maker, therefore, organizes disagreement. This protects him against being taken in by the plausible but false or incomplete.”

Lesson #8: Decision-Making

“Disagreement converts the plausible into the right and the right into the good decision.”

Lesson #9: Decision-Making

The effective decision-maker does not start out with the assumption that one proposed course of action is right and that of others must be wrong. Nor does he start out with the assumption, “I am right and he is wrong.” He starts out with the commitment to find out why people disagree.”

Lesson #10: Decision-Making

“A decision is a judgement. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”- but much more often a choice between two courses of action neither of which is provably more nearly right than the other.”

Lesson #11: Decision-Making

“The understanding that underlies the right decision grows out of the clash and conflict of divergent opinions and out of the serious consideration of competing alternatives.”

Lesson #12: Making The Specialist Effective

Knowledge workers do not produce a “thing.” They produce ideas, information, concepts.”

Lesson #13: Human Relations

“Executives in an organization do not have good human relations because they have a “talent of people.” They have good human relations because they focus on contribution in their own work and in their relationships with others.”

Lesson #14: Time Management

“The executive who records and analyzes his time and then attempts to manage it can determine how much he has for important tasks.”

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